HomeMy WebLinkAbout2014-2015 Annual Budget2 CITY OF EDINA, MINNESOTA
2013 Edina City Council
Mayor James Hovland
Council Member Joni Bennett
Council Member Mary Brindle
Council Member Josh Sprague
Council Member Ann Swenson
City of Edina Staff
City Manager Scott Neal
Assistant City Manager Karen Kurt
Finance Director John Wallin
Assistant Finance Director Eric Roggeman
Contributing Staff
2012-13 City Management Fellow Ari Klugman
2013-14 City Management Fellow Annie Coyle
3 CITY OF EDINA, MINNESOTA
TABLE OF CONTENTS
I. INTRODUCTION Welcome Letter 6 City of Edina 7 Organizational Highlights 8 Performance Management and Measurement 11 Economic Outlook 17 Budget Process 20 II. EXECUTIVE SUMMARY
2014-2015 Overview 24 Property Tax Levies 25 Consolidated Budget Summaries 26 Combined Budget Summary 28 City of Edina Employees 30 Revenue 32
Capital Improvements 35 Debt Service 38
III. FUND LEVEL FINANCIAL SCHEDULES
Fund Descriptions 40
Operating Fund Crosswalk 43
2012 Actual Financial Results by Fund 44
2013 Budget by Fund 46
2014 Budget by Fund 48
2015 Budget by Fund 50
Transfers 52 Projected Changes in Fund Balance—All Funds 54
IV. DEPARTMENTS Administration 60 Communications & Technology Services 75 Human Resources 84 Finance 87 Public Works 91 Engineering 105 Police 114 Fire 123 Parks & Recreation 131 Community Development 154 V. COMMUNITY PROFILE 163 VI. GLOSSARY 169 VII. APPENDIX 175
4 CITY OF EDINA, MINNESOTA
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For living, learning, raising families, and doing business.
City of Edina
INTRODUCTION
For living, learning, raising families, and doing business.
6 CITY OF EDINA, MINNESOTA
W ELCOME LETTER
One of the things I have watched evolve during my 25 years as a city manager
has been the desire of residents and taxpayers for more transparency in local
government. An increased interest in transparency is not merely a trend. It
represents a sea change in the way in which the governed wants to relate to the
governing. The concept that residents are just customers that need to be
managed is, thankfully, beginning to subside. The citizen-as-customer model is being
replaced by the citizen-as-stakeholder model. The difference between these two
models is stark, and it influences how we implement transparency in Edina city
government.
If city government must engage residents as stakeholders, then we must do more
than just ensure that our meeting minutes and budgets are online and easy to
access. Yes, we must do that, but we must also ensure that the numbers and raw
data are accompanied by operational context and analysis. We must present our
information, studies and recommendations as if we are interested in the thoughts and
opinions of everyone in our town – because we are.
The 2014-2015 Edina City Budget book is a strong step in the direction of what I call “informed transparency.” It
provides its readers the numbers, but those numbers are accompanied with many different kinds of context. It
provides information about revenues and expenses, but squares the numbers with our operational goals and
expectations, including our performance standards and measures. The book presents the full picture of the Edina city
government’s fiscal/operational status for anyone to see.
Creating a budget book like this takes more effort and money to produce than a document with just numbers and no
context. There’s no way around that. But I think that our stakeholders are going to appreciate it.
It’s transparent. It’s informative. It’s worth it. I hope you think so, too.
Scott H. Neal, City Manager
7 CITY OF EDINA, MINNESOTA
Edina began as a small farming and milling community settled by Irish and Scottish families in the mid 1800s near
Minnehaha Creek. At that time, the area was part of Richfield Township, but in 1888, the residents voted to separate
from Richfield Township and incorporated as the Village of Edina.
The City is now a fully developed first-ring suburb of Minneapolis. The City occupies a land area of 16 square miles and
serves a population of about 48,000 residents. Currently, 98 percent of the City is developed. Its first major period of
growth occurred in the 1950s as residents and businesses looked to suburban neighborhoods. The late 1960s and early
1970s were another significant period of growth. Today, the City is in a period of “redevelopment” as aging structures
(both commercial and residential) are being replaced with newer structures that better suit the needs of 21st century
businesses and residents. Approximately 59 percent of Edina’s land area is attributed to low-density residential neigh-
borhoods, 12 percent to commercial/industrial uses, 16 percent parks and open space with the remainder used for
local, county and state roadways.
Many major highways run through or are close to Edina, making it readily accessible to all within the metropolitan area.
Edina is a short 15 minute drive from the Minneapolis St. Paul International Airport.
The City provides a full range of public services, including police and fire protection; construction and maintenance of
highways, streets, and other infrastructure; water and sewer services and recreational and cultural activities and events.
C ITY OF EDINA
8 CITY OF EDINA, MINNESOTA
O RGANIZATIONAL HIGHLIGHTS
The City of Edina operates under the Council-Manager form of government. Policy-making and legislative authority are vested
in a City Council (Council) consisting of the Mayor and four other members, all elected on a non-partisan basis. The Council is
responsible, among other things, for approving ordinances, adopting the budget, appointing committees and hiring the City
Manager. Council members serve four-year terms, with two Council members elected every two years. The Mayor also
serves a four-year term. The Council and Mayor are elected at large.
The City Manager is responsible for carrying out the policies and ordinances of the Council and for overseeing the day-to-day
operations of the city government. Edina has six “operating” departments and three “supporting” departments, in addition to
the Administration Department which includes the City Manager and Assistant City Manager.
9 CITY OF EDINA, MINNESOTA
Mission To provide effective and valued public services, maintain a sound public infrastructure,
offer premier public facilities and guide the development and redevelopment of lands,
all in a manner that sustains and improves the uncommonly high quality of life enjoyed
by our residents and businesses
Vision Edina will be the preeminent place for living, learning, raising families and doing business
as distinguished by:
A livable environment,
Effective and valued city services,
A sound public infrastructure,
Balance of land uses,
Innovation
Edina has three critical sources of policy guidance for the operating budget. Edina Vision 20/20 serves as the long-
range strategic plan for the City. It was originally completed in the fall of 2003 and was updated in 2005. One of the
City Council priorities for 2013-2014 is to revisit and extend the timeframe of this important document. Edina Vision
20/20 includes the City’s mission and vision:
Another key policy document is the City’s Comprehensive Plan, which guides development and redevelopment and
addresses changes likely to occur due to various social and market forces. Edina’s Comprehensive Plan was last
updated in 2008 and formally adopted in 2009. In accordance with State law, it will be updated again in 2018.
The City is continually working to update its aging infrastructure. Our bi-annually adopted five-year Capital Improve-
ment Plan includes spending and financing projections for these projects. The Capital Improvement Plan was first
adopted in 2007 and the City Council is currently implementing its 2013-2017 Plan.
ORGANIZATIONAL HIGHLIGHTS
Key Policy Documents Edina 20/20 Strategic Plan
Comprehensive Plan
Capital Improvement Plan
10 CITY OF EDINA, MINNESOTA
ORGANIZATIONAL HIGHLIGHTS
The City of Edina has had several notable achievements over the last two years. Independent bond-rating agencies
Standard & Poor's and Moody's Investors Service affirmed their high bond ratings of Edina in the fall of 2013. Edina is
one of just a few communities in Minnesota with both "AAA" and "Aaa" ratings. Moody's Investors Service in 2000
gave the City of Edina its highest rating, Aaa. In 2002, Standard & Poor's upgraded Edina's general obligation bond
rating to AAA, the company's highest rating. The agencies have reaffirmed their ratings several times since, most
recently in the fall of 2013.
The ratings reflect the agencies' view of the City's:
Participation in the Minneapolis-St. Paul metropolitan area economy and role as a first-ring suburb in the pros-
perous Twin Cities western suburbs;
Continued strong financial performance with very strong fund balance levels on a dollar and percent of expendi-
ture basis;
Evidence of continued strong management practices; and
Manageable debt burden with a rapid amortization schedule.
The bond rating upgrade helps to ensure that future Edina debt will be issued with the lowest possible interest ex-
pense and cost to the taxpayer.
Vision without Action is a dream.
Action without Vision is simply passing the time.
Action with Vision is making a positive difference.
- Joel Barker
11 CITY OF EDINA, MINNESOTA
P ERFORMANCE MEASUREMENT & MANAGEMENT
ANNUAL BUDGET
In the City of Edina, the operating budget is part of a comprehensive approach to performance management. The princi-
ples of this performance system are outlined below.
PERFORMANCE SYSTEM PRINCIPLES
Systemic Strategic objectives play an integral role in leadership decision-making, organization
planning and resource allocation.
Reflects Community
Goals
Community input is gathered to determine desired community goals and outcomes.
These goals are captured in a strategic plan that serves as the anchor for the
performance management system.
Aligned at All Levels The City’s department plans/programs reflect community goals. Departments work
cooperatively across functional lines to achieve key outcomes. Employees understand
how their work ties to City’s mission, vision and strategy.
Outcome-Based Success is measured through performance measures that tie as closely as possible to
customer outcomes. Performance data becomes an important factor in future planning.
Drives Budget Resources are allocated according to strategic priorities. Successful programs, as
determined through performance measures, receive more resources.
A summary of the City’s performance management system is highlighted in the following graphic:
12 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
The 2014-2015 Work Plan and Operating Budget carry out the policy objectives set forth in the city’s long term
planning documents. Work plans identify key projects the City is hoping to accomplish during the two year budget
cycle. The City Council discusses work plan progress during quarterly business meetings with staff.
The city-wide work plan, developed by staff and the City Council, sets the stage for budget development. Each of the
primary areas of the 2014-15 Work Plan is summarized below with specific key performance indicators and related
goals.
INFRASTRUCTURE
The City is committed to preserving and expanding infrastructure systems to maintain reliability and quality, and to
meet the demands of expansion and redevelopment. This will be accomplished through a long-term financing plan
that balances prudence and community expectations.
Financing
Preservation
Expansion
Key Performance Indicators Goals
Construction Fund structural deficit eliminated by
March 1, 2020.
Centennial Lakes TIF spending plan adopted and
implemented by December 31, 2015.
Municipal facilities upgrade scope finalized by
December 31, 2015.
Twenty-five thousand feet of bicycle improvements
and 5,200 feet of sidewalks are completed each year.
Convert $500,000 in unreserved General Fund
balance to operating budget by tightening revenue
and expenditure estimates and increasing construc-
tion fund line item over the two-year period.
Meet with Utility companies once a year to assess
future plans and to advocate for interests of Edina
residents and businesses.
Complete physical evaluation of all City buildings and
facilities in order to develop a comprehensive
maintenance plan and replacement schedule by June
30, 2014.
Complete Living Streets Plan by December, 31, 2014,
and related projects:
France Ave pedestrian crossings by
December 31, 2014.
54th Street by December 31, 2014.
Tracy Avenue plan by December 31, 2015.
Complete driving range and cart path projects at
Braemar Golf Course by December 31, 2015.
Complete Parks Master Plan by December 31, 2014.
Adopt and implement Centennial Lakes TIF spending
plan by December 31, 2015.
Finalize southeast Edina sanitary sewer capacity study
by April 1, 2014, for inclusion in the CIP.
Complete construction of the sports dome by the
end of 2014.
13 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
COMMERCIAL AND MIXED USE DEVELOPMENT
Development and renewal of commercial and residential areas are essential to the on-going health of the City. The
City will focus on the 50th & France and Grandview areas to create the maximum positive impact. Tax Increment
Financing (TIF) and other tools will be used to provide incentives to develop in ways consistent with the City’s land
use, transit, density and health goals.
50th & France
Grandview
TIF
Transit/Land use/Density/Health
Key Performance Indicators Goals
Public parking capacity at 50th and France is
increased by 20%. The perception of parking
availability at 50th and France is improved. Ground
broken for redevelopment of parking facility by De-
cember 31, 2014.
Grandview redevelopment plan executed with final
public space plan by December 31, 2015.
France Avenue pedestrian plan improvements
completed by December 31, 2014.
Redevelopment roadway improvements substantially
completed for Hazelton Road by December 31,
2014.
Complete plans to expand North Ramp and plan
improvements at other ramps by December 31,
2014. Complete ramp projects by December 31,
2015.
Implement ramp demand management system by May
31, 2014.
Complete small area plan for Wooddale and Valley
View by December 31, 2014, and Cahill and 70th
Street by December 31, 2015.
Approve redevelopment plan for former public works
site by July 1, 2014; complete project by December
31, 2015.
Approve redevelopment agreement with the School
District for the current School District bus barn site
by both the City and the School by July 1, 2014.
Work with 50th & France property owners on
redevelopment projects.
Outline development goals and incentives related to
sustainability, health and transit/connectivity by
December 31, 2015.
Master redevelopment plan for Pentagon Park
approved by December 31, 2014.
14 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
WORKFORCE
High quality service delivery requires skilled employees who are properly deployed. The City supports high
performance staffing approaches and the recruitment and retention of well-qualified employees. To support these
efforts, the organization will provide competitive compensation and benefits packages.
Staffing and resource allocation
Recruitment and retention
Compensation and benefits
Key Performance Indicators Goals
Affordability of family insurance improves to meet
average for comparison cities by end of 2016-2017
budget cycle.
Customer service evaluation scores on 2015 Quality
of Life Survey continue to be 90% or better positive
ratings with “excellent” ratings increasing to 30%.
An employee engagement baseline measurement is
established through an employee engagement survey.
Restructure employee benefit program by September
1, 2014.
Allocate $150,000 in operating budget each benefit
year toward benefit plans.
Develop employee engagement survey and measure
every two years, starting in 2014.
Develop and implement customer service standards
and related training organization-wide by December
31, 2015.
Incorporate defined values into hiring process by
March 1, 2014 and performance management system
by March 1, 2015.
Develop standard onboarding and leadership training
by December 31, 2015.
COMMUNITY VISION
A clear vision of a desired future will help focus our daily efforts and sustain a high quality of life. A vision for the
community through the year 2040 that reflects the unique character, values and priorities of our citizens and stake-
holders will be developed. Broad community participation will be central to our effort and critical to its ultimate
success.
Future
Values
2040- or date certain in the future
Priorities
Key Performance Indicators Goals
A Vision Plan will be in place prior to next
Comprehensive Plan update.
Twelve hundred citizens involved in a community
process to create a vision.
Identify consulting partner by March 1, 2014.
Complete visioning process by December 31, 2014.
Approve community vision by March 1, 2015.
15 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
COMMUNICATION AND ENGAGEMENT
To clearly understand community needs, expectations and opinions, the City will consistently seek the input of a
broad range of stakeholders in meaningful and interactive communication. Efforts to engage the community will utilize
multiple platforms, be informative, transparent, responsive, and will involve volunteers and city commissions.
Coordinated
Multi-platform
Strategic
Transparent
Two-way, interactive, inviting
Accessible
Comprehensive, informative
Timely
Key Performance Indicators Goals
At least 85% of residents continue to respond
positively when asked if they felt they could have a
say in local government in the 2015 Quality of Life
Survey.
Residents continue to prefer a City communications
tool as their primary information source for City
news in the 2015 Quality of Life survey.
The number of City Extra subscribers increases by
25% from August 1, 2013 to December 31, 2015.
90% of participants on boards, commissions, advisory
groups and task forces rate their overall experience
positively.
Ten neighborhood associations are recognized by
December 31, 2015.
Registered users of City of Edina websites or fans/
followers increase by 20% from August 1, 2013 to
December 31, 2015.
Host and promote “Speak Up, Edina” topic monthly.
Use “telephone town hall” meeting or live social
media chat at least once per year.
Develop plan to promote City Extra by March 1,
2014, and implement by June 1, 2014.
Identify and train communication coordinators in
each department by June 1, 2014.
Train key City staff on public engagement methods by
December 1, 2014.
Prioritize needs for mobile apps and implement at
least one mobile reporting app by July 1, 2014.
Develop and implement survey for volunteer partici-
pants and exit surveys for board and commission
members by March 1, 2014.
16 CITY OF EDINA, MINNESOTA
PERFORMANCE MEASUREMENT & MANAGEMENT ANNUAL BUDGET
AVIATION NOISE
Changing flight patterns from the Minneapolis-Saint Paul International Airport over the community negatively affect
the quality of community life. We are committed to influencing the outcome of decisions, mitigating the impacts to
the community, and working with our neighboring communities to find the best possible solutions.
Mitigating impact
Influencing outcome
Working with/partnering with the cities of Minneapolis, Bloomington, Richfield, the Federal Aviation Administra-
tion (FAA), Metropolitan Airports Commission (MAC), and the MSP Noise Oversight Committee (NOC)
Key Performance Indicators Goals
Achieve an outcome generally acceptable to the City.
Relationships with neighbors are not negatively
impacted by efforts.
New positive relationships with MAC, FAA and the
airlines are established.
Average daily overflights of the City do not exceed
their 2012 levels.
Average daily aviation noise levels in the City do not
exceed 2012 levels.
The hybrid RNAV solution endorsed by the MAC in
Nov 2012 is implemented.
City departments also have department-level work plans and key performance measures. Sources of these performance
measures include the City’s Quality of Life Survey (conducted every two years) and the performance measurement
program of the International City/County Management Association (ICMA).
There is nothing so useless than
executing a task efficiently when it
actually never should have been
executed at all.
- Peter Drucker
17 CITY OF EDINA, MINNESOTA
E CONOMIC OUTLOOK
The City of Edina currently enjoys a favorable economic environment and local indicators point to continued stability.
The region, noted for strong retail and professional sectors, has enjoyed considerable redevelopment in recent years.
The City employment base is populated with a healthy combination of retail, professional and light industrial businesses.
The City does not rely solely on a single sector of employment and is able to weather fluctuations in national and inter-
national economic changes better than most municipalities.
Major industries with headquarters or divisions within Edina include Fairview Southdale Hospital, Southdale Center and
Galleria regional malls, Spartan Nash (formerly Nash Finch), Regis, Filmtec (Dow) and International Dairy Queen.
Edina’s robust business community is based in three primary nodes: 50th & France, Greater Southdale and a
professional/industrial district adjacent to Highway 100. Numerous employers in the medical, retail, service,
manufacturing and distribution industries are located in Edina. Edina is home to approximately 50,000 jobs that are
expected to remain stable over the coming years.
The Minnesota Department of Employment and Economic Development estimates that Edina’s unemployment rates
are consistently lower than comparable state and national rates, as shown in the chart above. Edina’s unemployment
rate has remained under 5% since mid-2012 (not seasonally adjusted).
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18 CITY OF EDINA, MINNESOTA
ECONOMIC OUTLOOK
In additional to commercial and industrial redevelopment, the City of Edina continues to remain relevant and desirable
to current and new residents. Edina has long been known for its residential housing stock and attractive neighbor-
hoods, and high quality of life. Although the emphasis has changed over the years from exclusively single-family housing
to a more balanced mix of single- and multi-family housing types, the City’s concern for overall quality in residential
development remains a top priority. Single-family housing demolition permits are one measure of the recent growth in
residential redevelopment in Edina.
The City contains at least 2.5 million square feet of retail space plus an amount more than twice that of general com-
mercial and industrial space. These businesses occupy facilities ranging from free-standing, wood-frame structures to
non-combustible high-rise structures.
Property values in Edina have been more stable than much of the rest of the state and country during the past several
years. While our total market value and tax capacity have fallen since the peak around 2007, the declines have been
moderate compared to some other communities. Preliminary market value and tax capacity reports from Hennepin
County for the taxes payable 2014 assessment year show that property values are rising again.
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Single-Family Housing Demolition Permits
19 CITY OF EDINA, MINNESOTA
Tax capacity rates often move in the opposite direction of tax capacity, which is tied to market values, as shown in the
chart above. Edina’s tax capacity rate is the lowest among our geographical neighboring communities.
Although both the regional and local economy appear to be growing stronger after the recession of 2008-2009, there
are still some areas of concern that City staff are monitoring for possible impacts on the City budget. One of the areas
of concern is energy cost volatility. The City’s exposure to energy prices is primarily from electricity, which we buy
from Xcel Energy to light streets, pump water out of our wells, cool City facilities, and keep the City’s servers running.
Xcel Energy is one of the City’s largest vendors and we rely heavily on the service they provide. Xcel Energy has re-
cently announced plans to increase electricity prices significantly in the Minneapolis St. Paul area over the next several
years. Any proposed increases must be approved by the Public Utilities Commission (PUC) before customers like the
City of Edina can be charged.
Additionally, the City purchases significant amounts of fuel every year for our vehicle fleet. In recent years, the City
has been signing advance purchase contracts for a portion of our annual fuel usage. This practice effectively “locks” the
price the City pays for the amount of fuel under contract. Our goal is to reduce the City’s exposure to price volatility
and perhaps even save money if fuel prices increase over the course of the year. We typically continue to buy some of
our fuel at market rates, however, and the price we pay can have an effect on the budget.
One other area of concern for City staff is the cost of our insurance. Like most private businesses and employers, the
City buys many types of insurance; including property, auto, liability, worker’s comp, and health insurance. Like energy,
insurance cost is a significant factor in the City’s budget and pricing also has been volatile over the past several years.
The City periodically tests the market for the different types of insurance we buy to make sure the rates we pay are
competitive for the coverage and services we expect. However, in areas like health insurance, every provider is raising
prices and all employers are experiencing similar price pressures. The City mitigates some of the pressure by purchas-
ing health insurance together with a group of other cities to increase our collective purchasing power. Also, the City
of Edina shares the cost of health insurance with our employees, who sometimes must make significant contributions
to their monthly premiums, depending on their benefit selections.
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Tax Capacity & Tax Capacity Rate
Tax capacity Tax capacity rate
ECONOMIC OUTLOOK
20 CITY OF EDINA, MINNESOTA
B UDGET PROCESS
The City implemented a two-year budget cycle beginning with the 2012-2013 operating budget. The objective is to take
an alternating year approach to the operating budget and Capital Improvement Plan (CIP) processes. While both the
operating budget and CIP will be reviewed every year, the majority of our planning, focus and effort will alternate be-
tween the two.
During odd-numbered years, the City’s focus will be on the operating budget. Extra efforts are dedicated to a resident
engagement process and a two-year operating budget, which will take effect on Jan. 1 of the following even-numbered
year. The CIP is reviewed but only updated if necessary.
During the summer of 2013, the City worked with the Citizens League to host three citizen engagement workshops
called Financing the Future. During the workshops, City staff asked participants to provide input on important budgetary
decisions by understanding some of the trends and issues affecting our budget, setting priorities, and informing the City
Council’s decisions.
City staff also met with the City Council several times during 2013 to discuss resident input received at the Financing
the Future workshops as well as staff and Council-led priorities. Budget and work plan themes for 2014-2015 were
established during these meetings.
During even-numbered years, the City’s focus will be on the CIP. Extra efforts are dedicated to reviewing the projects
in the CIP and prioritizing them based on information available at the time. The operating budget is reviewed, but only
updated if necessary.
The City Council is required to adopt a final budget by no later than the close of the fiscal year. The annual budget
serves as the foundation for the City’s financial planning and control. The budget is prepared by fund and by
department. The City is empowered to levy a property tax on both real and personal property located within its
boundaries.
21 CITY OF EDINA, MINNESOTA
BUDGET PROCESS
2014-2015 BUDGET PROCESS TIMELINE
May 3-4, 2013 City Council retreat to develop 2014-2015 Work Plan themes.
May 21, 2013 Council work session to review budget process, challenges and themes.
June 11, 2013 Work with the Citizens League to host a citizen engagement budget event at the
Senior Center to collect resident input on the budget.
June 13, 2013 Work with the Citizens League to host a citizen engagement budget event at the
Braemar Clubhouse to collect resident input on the budget.
June 19, 2013 Work with the Citizens League to host a citizen engagement budget event at the
Senior Center to collect resident input on the budget. This event was cancelled due
to lack of attendees.
June 24, 2013 The City’s Executive Leadership Team (ELT) starts internal planning for the 2014-
2015 Work Plan at a retreat.
August 5, 2013 Council work session to introduce the City Manager’s proposed 2014-2015 Work
Plan and Budget.
September 3, 2013 Council work session to review proposed 2014-2015 Budgets.
September 3, 2013 Council adopts a formal resolution to set the 2014 preliminary levy and budget.
According to Minnesota State law, the final levy can be lower than the preliminary
levy, but not higher.
October 14, 2013 Council work session to review proposed 2014-2015 Budgets and 2014 Utility Rate
Study.
November 19, 2013 Council work session to review final proposed 2014-2015 Budgets and Work Plans.
December 3, 2013 Public Hearing on the 2014 operating budget and levy at a City Council Meeting.
December 17, 2013 Council adopts a formal resolution to adopt the final 2014 Budget and property tax
levy.
Summer/Fall 2014 City Council and staff will work together to develop the 2015-2019 Capital
Improvement Plan (CIP). Exact dates will be determined in Spring 2014.
Summer/Fall 2014 City Council and staff will work together to make any necessary changes to the
2015 Budget and Work Plan. Exact dates will be determined in Spring 2014.
December 2, 2014 Hold a Public Hearing on the 2015 operating budget and levy at a City Council
Meeting.
December 16, 2014 Council adopts a formal resolution to adopt the final 2015 Budget and property tax
levy.
22 CITY OF EDINA, MINNESOTA
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For living, learning, raising families, and doing business.
City of Edina
EXECUTIVE SUMMARY
24 CITY OF EDINA, MINNESOTA
2 014-2015 OVERVIEW
The 2014-2015 Budget provides the resources to achieve key results for Edina residents around several work plan
themes set by the City Council. The new work plan themes are:
Infrastructure
Commercial & mixed use redevelopment
Workforce
Community vision
Communications and engagement
Aviation noise
This budget represents a significant step in the budget transformation process that the City started in 2011 for the
2012-2013 biennial budget. This year’s achievements include a completely redesigned budget book that is organized
both by fund (see section III) and by department (section IV). The fund level section shows all expenditures by
department as well as by type. The departmental organization is completely new and enhances transparency and
accountability. The departmental section also reflects all the organizational changes of 2010-2013.
In addition, this budget is easier to read and more focused on outcomes than previous budgets. Many new charts and
graphs have been added that highlight important information in an organized way. Also significant is the inclusion of
performance measures for every department. In the long term, performance measures will help to identify tactics and
programs that are successful as well as those that could be improved.
The 2014-2015 City budget proposal provides funding to continue existing service levels. Additionally, employee
benefits have been restructured in a way that addresses the Workforce work plan theme and takes into account legal
and regulatory changes from the Affordable Care Act. Several staff positions have also been added or changed. One
important addition to the Edina team is a Residential Redevelopment Coordinator. This position will help the City
understand, inform, manage and regulate the significant amount of residential redevelopment that is happening in Edina.
Budget funding has also been added for several technology initiatives that will help the City improve the efficiency and
quality of service delivery in many areas.
The 2014-2015 City budget proposal is financially sound and operationally transparent. Through its implementation, the
budget will continue to produce an exceptional quality of life for Edina residents.
25 CITY OF EDINA, MINNESOTA
P ROPERTY TAX LEVIES
PROPERTY TAX LEVIES ANNUAL BUDGET— ALL YEARS
Budget Budget
2011 2012 2013 2014 2015
General Fund Levies
General Operating Levy 21,004,000$ 21,604,402$ 21,824,894$ 22,509,403$ 23,378,958$
General Fund Subtotal 21,004,000 21,604,402 21,824,894 22,509,403 23,378,958
Increase From Prior Year (%)1.29%2.86%1.02%3.14%3.86%
Debt Service Fund Levies
City Hall Debt Service 949,850 950,800 949,850 947,600 944,400
Equipment Certificates 164,010 67,500 - - -
Gymnasium Debt Service 396,444 411,644 396,444 409,244 409,440
Fire Station Debt Service 431,544 432,744 431,544 441,944 441,940
Public Works Facility Debt Service 1,232,460 1,178,202 1,536,743 1,526,809 1,546,600
Park Bond Market Value Levy 615,837 610,862 615,837 627,800 618,600
Sports Dome NOTE 2 - - - - -
Debt Service Fund Subtotal 3,790,145 3,651,752 3,930,418 3,953,397 3,960,980
Increase From Prior Year (%)-0.65%-3.65%7.63%0.58%0.19%
NOTE 2
Construction Fund Levies
Equipment Levy 992,072 992,072 992,072 992,072 1,192,072
Construction Fund Subtotal 992,072 992,072 992,072 992,072 1,192,072
Increase From Prior Year (%)5.48%0.00%0.00%0.00%20.16%
Total Property Tax Levy 25,786,217$ 26,248,226$ 26,747,384$ 27,454,872$ 28,532,010$
Increase From Prior Year (%)1.15%1.79%1.90%2.65%3.92%
NOTE 2
Tax Capacity Levy Increase NOTE 1 1.12%1.86%1.93%2.66%4.05%
NOTE 2
NOTE 1:Tax capacity levies include the general fund, city hall, equipment, gymnasium, fire station
and public works levies. The Park Bond Market Value Referendum levy is a market value
levy, and is excluded from the calculation of "Tax Capacity Levy Increase". This explains why
Tax Capacity Levy Increase does not equal Total Property Tax Levy Increase.
NOTE 2:The City began working on construction and financing for a Sports Dome in fall 2013. The financing
plan for the project was not completed or approved by the publication date for this document. One
possibility for financing the Sports Dome would be a new tax levy beginning in 2015. If that option is chosen,
the percentages shown here could increase.
26 CITY OF EDINA, MINNESOTA
C ONSOLIDATED BUDGET SUMMARIES
CONSOLIDATED BUDGET SUMMARY ANNUAL BUDGET— ALL FUNDS AND YEARS
This page represents all of the financial activities of the City consolidated into one place. It is the best way to look at
the overall budget. The City also divides the budget into fund types, funds and departments. This data is presented
farther back in the budget book.
2012 2013 2014 2015
Actual Budget Budget Budget
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 25,838,422$ 26,747,384$ 27,454,872$ 2.6%28,532,010$ 3.9%
Reductions - (113,000) (119,000) 5.3%(123,000) 3.4%
Net tax revenue 25,838,422 26,634,384 27,335,872 2.6%28,409,010 3.9%
Tax increments 3,536,935 3,990,000 3,900,000 -2.3%100,000 -97.4%
Franchise fees 815,530 1,530,000 2,070,000 35.3%2,070,000 0.0%
Special assessments 4,975,641 3,724,308 3,321,571 -10.8%3,444,787 3.7%
Licenses and permits 3,155,351 2,891,814 3,302,865 14.2%3,255,080 -1.4%
Intergovernmental 2,269,610 2,210,125 4,574,189 107.0%2,324,825 -49.2%
Charges for services 3,708,482 3,327,248 4,182,766 25.7%4,019,494 -3.9%
Fines and forfeitures 1,195,054 1,091,821 950,000 -13.0%950,000 0.0%
Operating revenue 39,033,106 39,190,842 41,761,604 6.6%43,344,260 3.8%
Investment income 455,163 480,350 447,531 -6.8%463,956 3.7%
Other revenue 4,905,768 670,000 568,277 -15.2%585,448 3.0%
Debt issued 5,174,868 4,251,000 2,917,200 -31.4%3,619,200 24.1%
Other financing sources 94,975 203,000 - -100.0%- NA
TOTAL REVENUES AND OTHER
FINANCING SOURCES 95,158,905$ 90,194,892$ 95,331,875$ 5.7%92,586,060$ -2.9%
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 19,965,670$ 15,424,420$ 20,380,412$ 32.1%14,295,549$ -29.9%
Communications & tech.1,041,718 1,116,474 1,210,257 8.4%2,329,574 92.5%
Human resources 445,893 269,150 827,487 207.4%695,637 -15.9%
Finance 717,345 758,329 1,187,619 56.6%1,216,299 2.4%
Public works 20,110,754 22,075,745 22,567,897 2.2%22,838,932 1.2%
Engineering 7,846,862 12,067,841 9,330,550 -22.7%8,609,839 -7.7%
Police 10,298,379 10,834,134 11,693,713 7.9%11,426,748 -2.3%
Fire 6,264,920 6,536,314 7,119,458 8.9%7,185,398 0.9%
Parks & recreation 10,837,727 12,055,018 12,134,136 0.7%14,129,288 16.4%
Community development 1,368,336 1,533,120 1,700,031 10.9%1,742,160 2.5%
Debt service 8,912,394 6,670,685 6,008,988 -9.9%6,179,315 2.8%
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 87,809,998$ 89,341,230$ 94,160,548$ 5.4%90,648,739$ -3.7%
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold 10,119,193$ 10,453,331$ 10,635,139$ 1.7%10,856,728$ 2.1%
Personal services 28,346,413 30,411,256 32,187,018 5.8%32,971,290 2.4%
Contractual services 13,987,902 15,020,603 14,502,510 -3.4%14,118,703 -2.6%
Commodities 3,586,889 3,779,759 3,799,139 0.5%3,897,412 2.6%
Central services 4,374,753 4,623,900 5,040,600 9.0%5,154,924 2.3%
Equipment 1,308,222 1,409,170 2,138,140 51.7%1,456,412 -31.9%
Capital outlay 12,314,221 12,033,421 14,029,000 16.6%10,119,000 -27.9%
Depreciation 3,958,490 4,049,960 4,937,850 21.9%5,146,750 4.2%
Debt service 9,813,915 7,559,830 6,891,152 -8.8%6,927,520 0.5%-
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 87,809,998$ 89,341,230$ 94,160,548$ 5.4%90,648,739$ -3.7%
CHANGE IN FUND BALANCE
OR NET POSITION 7,348,907$ 853,662$ 1,171,327$ 1,937,321$
27 CITY OF EDINA, MINNESOTA
COMBINED BUDGET SUMMARY — 2012 Actual and 2013 Budget
This page is a bridge to combine more detailed data found on pages 44-47 in the Fund Level Financial Schedules section
of the budget book. The summary totals agree with the Consolidated Budget Summary presented previously.
C OMBINED BUDGET SUMMARY
Governmental Enterprise Governmental Enterprise
Funds Funds Total Funds Funds Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 25,838,422$ -$ 25,838,422$ 26,747,384$ -$ 26,747,384$
Reductions - - - (113,000) - (113,000)
Net tax revenue 25,838,422 - 25,838,422 26,634,384 - 26,634,384
Tax increments 3,536,935 - 3,536,935 3,990,000 - 3,990,000
Franchise fees 815,530 - 815,530 1,530,000 - 1,530,000
Special assessments 4,975,641 - 4,975,641 3,724,308 - 3,724,308
Licenses and permits 3,155,351 - 3,155,351 2,891,814 - 2,891,814
Intergovernmental 2,032,966 236,644 2,269,610 2,100,125 110,000 2,210,125
Charges for services 3,708,482 - 3,708,482 3,327,248 - 3,327,248
Fines and forfeitures 1,195,054 - 1,195,054 1,091,821 - 1,091,821
Operating revenue - 39,033,106 39,033,106 - 39,190,842 39,190,842
Investment income 341,986 113,177 455,163 310,600 169,750 480,350
Other revenue 1,449,217 3,456,551 4,905,768 655,000 15,000 670,000
Transfers 4,495,940 723,165 5,219,105 4,574,450 1,069,400 5,643,850
Debt issued 5,174,868 - 5,174,868 4,251,000 - 4,251,000
Other financing sources 94,975 - 94,975 203,000 - 203,000
TOTAL REVENUES AND OTHER
FINANCING SOURCES 56,815,367$ 43,562,643$ 100,378,010$ 55,283,750$ 40,554,992$ 95,838,742$
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION
Administration 8,225,266$ 11,740,404$ 19,965,670$ 3,284,948$ 12,139,472$ 15,424,420$
Communication & tech.1,041,718 - 1,041,718 1,116,474 - 1,116,474
Human resources 445,893 - 445,893 269,150 - 269,150
Finance 717,345 - 717,345 758,329 - 758,329
Public works 8,029,074 12,081,680 20,110,754 8,836,074 13,239,671 22,075,745
Engineering 7,846,862 - 7,846,862 12,067,841 - 12,067,841
Police 9,769,184 529,195 10,298,379 10,268,925 565,209 10,834,134
Fire 6,264,920 - 6,264,920 6,536,314 - 6,536,314
Parks & recreation 1,653,252 9,184,475 10,837,727 2,071,326 9,983,692 12,055,018
Community development 1,368,336 - 1,368,336 1,533,120 - 1,533,120
Debt service 8,912,394 - 8,912,394 6,670,685 - 6,670,685
Transfers 3,799,005 1,420,100 5,219,105 4,203,750 1,440,100 5,643,850
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 58,073,249$ 34,955,854$ 93,029,103$ 57,616,936$ 37,368,144$ 94,985,080$
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold -$ 10,119,193$ 10,119,193$ -$ 10,453,331$ 10,453,331$
Personal services 21,313,481 7,032,932 28,346,413 22,627,171 7,784,085 30,411,256
Contractual services 5,299,853 8,688,049 13,987,902 5,521,587 9,499,016 15,020,603
Commodities 1,914,467 1,672,422 3,586,889 1,726,184 2,053,575 3,779,759
Central services 3,211,606 1,163,147 4,374,753 3,424,968 1,198,932 4,623,900
Equipment 1,308,222 - 1,308,222 1,409,170 - 1,409,170
Capital outlay 12,314,221 - 12,314,221 12,033,421 - 12,033,421
Depreciation - 3,958,490 3,958,490 - 4,049,960 4,049,960
Debt service 8,912,394 901,521 9,813,915 6,670,685 889,145 7,559,830
Transfers 3,799,005 1,420,100 5,219,105 4,203,750 1,440,100 5,643,850 -
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 58,073,249$ 34,955,854$ 93,029,103$ 57,616,936$ 37,368,144$ 94,985,080$
CHANGE IN FUND BALANCE
OR NET POSITION (1,257,882)$ 8,606,789$ 7,348,907$ (2,333,186)$ 3,186,848$ 853,662$
2013 Budget2012 Actual
28 CITY OF EDINA, MINNESOTA
Governmental Enterprise Governmental Enterprise
Funds Funds Total Funds Funds Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 27,454,872$ -$ 27,454,872$ 28,532,010$ -$ 28,532,010$
Reductions (119,000) - (119,000) (123,000) - (123,000)
Net tax revenue 27,335,872 - 27,335,872 28,409,010 - 28,409,010
Tax increments 3,900,000 - 3,900,000 100,000 - 100,000
Franchise fees 2,070,000 - 2,070,000 2,070,000 - 2,070,000
Special assessments 3,321,571 - 3,321,571 3,444,787 - 3,444,787
Licenses and permits 3,302,865 - 3,302,865 3,255,080 - 3,255,080
Intergovernmental 4,032,189 542,000 4,574,189 2,208,825 116,000 2,324,825
Charges for services 4,182,766 - 4,182,766 4,019,494 - 4,019,494
Fines and forfeitures 950,000 - 950,000 950,000 - 950,000
Operating revenue - 41,761,604 41,761,604 - 43,344,260 43,344,260
Investment income 327,400 120,131 447,531 327,400 136,556 463,956
Other revenue 513,921 54,356 568,277 525,921 59,527 585,448
Transfers 1,015,100 1,505,600 2,520,700 1,065,100 2,481,700 3,546,800
Debt issued 2,917,200 - 2,917,200 3,619,200 - 3,619,200
Other financing sources - - - - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 53,868,884$ 43,983,691$ 97,852,575$ 49,994,817$ 46,138,043$ 96,132,860$
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY FUNCTION
Administration 8,116,558$ 12,263,854$ 20,380,412$ 1,789,025$ 12,506,524$ 14,295,549$
Communication & tech.1,210,257 - 1,210,257 2,329,574 - 2,329,574
Human resources 827,487 - 827,487 695,637 - 695,637
Finance 909,509 278,110 1,187,619 929,918 286,381 1,216,299
Public works 9,492,615 13,075,282 22,567,897 9,488,872 13,350,060 22,838,932
Engineering 9,154,550 176,000 9,330,550 8,432,839 177,000 8,609,839
Police 11,264,011 429,702 11,693,713 10,985,340 441,408 11,426,748
Fire 7,119,458 - 7,119,458 7,185,398 - 7,185,398
Parks & recreation 1,690,639 10,443,497 12,134,136 3,405,412 10,723,876 14,129,288
Community development 1,700,031 - 1,700,031 1,742,160 - 1,742,160
Debt service 6,008,988 - 6,008,988 6,179,315 - 6,179,315
Transfers 620,600 1,900,100 2,520,700 1,596,700 1,950,100 3,546,800
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 58,114,703$ 38,566,545$ 96,681,248$ 54,760,190$ 39,435,349$ 94,195,539$
EXPENDITURES, EXPENSES AND OTHER FINANCING USES - BY TYPE
Cost of goods sold -$ 10,635,139$ 10,635,139$ -$ 10,856,728$ 10,856,728$
Personal services 24,303,226 7,883,792 32,187,018 24,863,800 8,107,490 32,971,290
Contractual services 5,390,523 9,111,987 14,502,510 4,813,435 9,305,268 14,118,703
Commodities 1,844,514 1,954,625 3,799,139 1,871,212 2,026,200 3,897,412
Central services 3,779,712 1,260,888 5,040,600 3,860,316 1,294,608 5,154,924
Equipment 2,138,140 - 2,138,140 1,456,412 - 1,456,412
Capital outlay 14,029,000 - 14,029,000 10,119,000 - 10,119,000
Depreciation - 4,937,850 4,937,850 - 5,146,750 5,146,750
Debt service 6,008,988 882,164 6,891,152 6,179,315 748,205 6,927,520
Transfers 620,600 1,900,100 2,520,700 1,596,700 1,950,100 3,546,800
TOTAL EXPENDITURES, EXPENSES AND OTHER
FINANCING USES 58,114,703$ 38,566,545$ 96,681,248$ 54,760,190$ 39,435,349$ 94,195,539$
CHANGE IN FUND BALANCE
OR NET POSITION (4,245,819)$ 5,417,146$ 1,171,327$ (4,765,373)$ 6,702,694$ 1,937,321$
2014 Budget 2015 Budget
COMBINED BUDGET SUMMARY
COMBINED BUDGET SUMMARY — 2014 Budget and 2015 Budget
This page is a bridge to combine more detailed data found on pages 48-51 in the Fund Level Financial Schedules section
of the budget book. The summary totals agree with the Consolidated Budget Summary presented previously.
29 CITY OF EDINA, MINNESOTA
C ITY OF EDINA EMPLOYEES
CITY OF EDINA EMPLOYEES ANNUAL BUDGET
City staff members are a critical part of delivering quality services. The City’s annual payroll constitutes approximately
35% of the consolidated budget and is over $30 million per year when benefits are included. According to a Quality of
Life survey conducted by Decision Resources in 2013, 91% of Edina residents rated City staff as “excellent” or “good”.
6% of residents rated city staff as “only fair” or “poor”, and 3% were “unsure”.
During 2012-2014, the City underwent a significant reorganization to maximize staff’s ability to be productive and
effective. The reorganization did not substantially change the overall number of City employees. The chart on the next
page shows full-time City employment over time.
There are 4 new full-time (FT) positions in the 2014-2015 budget. One Redevelopment Coordinator position was
added to the Community Development Department, one Community TV Administrator was added to the
Communications & Technology Services Department, and two Dispatchers were added to the Police Department. All
four new positions are attached to new revenue sources, which helps to minimize the effect on property taxes.
In addition to FT staff, the City employs a significant number of part-time (PT) employees, including many on a seasonal
basis. So, the total number of City employees is constantly changing, as depicted on the chart below. Over the course
of a typical year, the City will employ about 1,000 people.
-
100
200
300
400
500
600
700
800
City Employees During a Typical Year
30 CITY OF EDINA, MINNESOTA
CITY OF EDINA EMPLOYEES
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Administration
General Fund 9.25 9.25 9.25 9.25 9.25 9.25 6.85 5.85 4.85 4.85
HRA Fund - - - - - - - - 1.00 1.00
Liquor Fund 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00
Communications and Technology Services
General Fund 1.00 2.00 2.00 3.00 3.00 3.50 4.65 5.15 6.15 6.15
Central Services 2.00 3.00 3.00 3.00 3.00 5.00 5.00 5.00 5.00 5.00
Community Development
General Fund 10.75 10.75 10.75 10.85 10.85 10.85 10.85 10.85 12.00 12.00
Engineering
General Fund 7.50 8.50 8.50 8.50 8.50 8.50 10.50 12.00 12.00 12.00
Finance
General Fund 5.50 5.50 5.50 5.50 5.50 5.25 5.25 5.25 6.00 6.00
Utilities Fund 1.75 1.75 1.75 2.75 2.75 2.00 2.00 1.00 1.00 1.00
Liquor Fund 0.75 0.75 0.75 0.75 0.75 0.75 0.75 0.75 - -
Fire Protection
General Fund 38.50 40.50 40.50 40.50 40.50 39.50 39.75 42.75 42.85 42.85
Utilities Fund 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25
Human Resources
General Fund - - - - - - 1.00 4.00 4.00 4.00
Parks & Recreation
General Fund 6.80 6.80 6.80 6.80 6.80 6.80 6.80 8.00 7.00 7.00
Aquatic Center 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55 0.55
Golf Course 13.00 13.00 13.00 13.00 13.00 11.00 12.00 12.00 12.00 12.00
Arena 6.00 6.00 6.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Art Center 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00
Edinborough Park 6.00 7.00 7.00 7.00 7.00 7.00 7.00 5.80 5.80 5.80
Centennial Lakes 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00
Police Protection
General Fund 72.75 73.75 73.75 74.65 73.65 71.15 71.65 70.65 72.50 72.50
Utilities Fund 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50 0.50
Public Works
General Fund 48.40 48.40 48.40 47.40 47.40 47.20 48.20 46.40 43.35 43.35
Construction Fund 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00
Utilities Fund 13.25 13.25 13.25 15.25 15.25 14.45 13.95 13.75 15.20 15.20
Central Services 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 11.00 11.00
Other - 1.00 1.00 1.00 1.00 - - - - -
Total 270.00 278.00 278.00 281.00 280.00 274.00 278.00 281.00 285.00 285.00
Source: City of Edina Finance Department
Notes:
-Full-time employee counts do not include Council members, part-time, contract or seasonal employees. In a typical
year the City will employ an additional 600-700 people in these categories.
-The City completed a major departmental reorganization that is reflected on this chart between years 2012-2014.
In some cases, data for years before the reorganization has been modified from what was originally reported to
improve comparisons.
Budgeted Full-time Employees for Fiscal Year
31 CITY OF EDINA, MINNESOTA
R EVENUES
The City of Edina has many diverse sources of revenue. Most residents know that the City collects property taxes,
franchise taxes and tax increments, but some people are surprised to learn that these taxes combined represent only
about 35% of the City’s annual revenue. In Edina, there are many parks enterprise facilities that generate revenue, in
addition to the Utility fund and Liquor fund which are also significant sources of the “Enterprise sales” category in the
chart below. Special assessments and licenses and permits are significant contributors to the City’s revenue, at about
4% each. Other sources include aid from federal and state government agencies, police fines, investment income,
ambulance charges, park rentals and program registrations, donations, advertising sales, revenue earned from providing
dispatch services to other communities, and many others.
Property taxes account for $27,335,872 and $28,409,010 of the City’s budgeted revenue in 2014 and 2015,
respectively. Property taxes are difficult to compare across jurisdictions due to differences in tax bases, growth and
development issues, and the quantity as well as quality of services delivered. However, we believe Edina compares
favorably according to the comparison below with other Municipal Legislative Commission (MLC) cities, which tend to
share many similarities with Edina. This comparison chart on the next page shows what the buyer of a $400,000 home
would pay to each City in annual taxes if the buyer would choose to live in that City. The buyer of a $400,000 home in
Edina would pay the lowest City taxes in this comparison group.
Taxes (all)
35%
Utility sales
21%
Liquor sales
16%
Park enterprise
sales
10%
Licenses and
permits
4%
Special
assessments
4%
All others
10%
Edina's Revenue Sources
32 CITY OF EDINA, MINNESOTA
REVENUES
1 Edina 1,113$
2 Plymouth 1,190$
3 Eden Prairie 1,430$
4 Shoreview 1,474$
5 Minnetonka 1,533$
6 Eagan 1,595$
7 Lakeville 1,678$
8 Maple Grove 1,680$
9 Woodbury 1,681$
10 Shakopee 1,693$
11 Bloomington 1,814$
12 Inver Grove Heights 1,867$
13 Burnsville 1,875$
14 Maplewood 2,029$
15 Apple Valley 2,047$
16 Savage 2,281$
Source: LMC Property Tax calculator
2013 estimated taxes on $400,000 house
MLC Cities Comparison:
City Taxes All Districts Notes
1 Edina 1,113$ 5,517$ ISD#273 & WS #1
2 Eden Prairie 1,430$ 5,694$ ISD#272 & WS #4
3 Minnetonka 1,533$ 5,947$ ISD#276 & WS#3
4 Bloomington 2,489$ 6,179$ ISD#271 & WS#1
5 St. Louis Park 1,856$ 6,042$ ISD#283 & WS#3
6 Hopkins 2,489$ 6,811$ ISD#270 & WS#1
7 Richfield 2,555$ 7,003$ ISD#280 & WS#3
8 Minneapolis 3,015$ 7,160$ ISD#001 & WS#3
Source: LMC Property Tax calculator (City taxes), & Edina Assessing office (All districts)
2013 estimated taxes on $400,000 house
The property buyer approach:
33 CITY OF EDINA, MINNESOTA
REVENUES
License and permit revenue is historically one of the most volatile revenue categories for the City, so our practice has
been to budget for this revenue conservatively. License and permit revenue is collected primarily from builders and
developers for residential or commercial building projects, but also includes smaller amounts for a variety of City-
issued licenses, including liquor licenses, restaurant licenses, etc. The chart below shows the history of building permit
revenue collected in the general fund. As of the publication date for this document, it appears 2013 will be a record
year for building permit revenue. The last time revenue reached similar levels was in 2006, with permits dropping in
the following years and reaching the low point in 2009.
Special assessments include assessments levied against benefitting properties for various infrastructure improvements
and street reconstruction projects. In a typical Edina street reconstruction project, benefitting properties are assessed
the full cost of the street repairs. The City’s utility fund typically pays for costs related to underground water and
sewer infrastructure as well as curbs and gutters. The special assessment process is guided by the City’s special
assessment policy as well as state law for special assessments.
Enterprise operating revenue is the largest source of City revenue according to the chart presented in the first part of
this section. However, there are many smaller sources of revenue that contribute to this category. The largest part of
enterprise operating revenue ($18.5M in 2014) comes from the Utility fund for sales of water, sewer, storm sewer and
recycling services. The second largest part is sales of “off-sale” liquor at the three municipally owned liquor stores,
which combine for about $14M in annual sales. Operating revenue is also collected at the aquatic center (about $1M),
golf course (about $3.7M), ice arena (about $1.9M), art center ($400K), Edinborough Park (about $1.3 M) and Centen-
nial Lakes Park (about $770K). A 6.6% cumulative increase is projected in enterprise operating revenues for 2014, in
part due to proposed increases in utility rates. The City’s financial advisor prepared a long-term rate study in the fall of
2013 that recommended 5.25% annual increases to water rates, 3.25% annual increases to sewer rates, and 6% annual
increases to storm sewer rates.
-
500,000
1,000,000
1,500,000
2,000,000
2,500,000
3,000,000
3,500,000
4,000,000
2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015
Edina Building Permit History
Actual Budget
34 CITY OF EDINA, MINNESOTA
C APITAL IMPROVEMENTS
The City develops a five-year Capital Improvement Plan (CIP) every two years. The most recent CIP adopted by the
City Council was for the years 2013-2017. The City’s threshold for projects or equipment to be included in the CIP is
$15,000. Projects or equipment expected to be under the threshold are part of the operating budget. The definition of
capital expenditures to be included in the CIP is not necessarily identical to the definition of capital assets for financial
accounting purposes. The main difference is that the CIP may include maintenance expenditures that do not meet the
GAAP definition of a capital asset.
While prioritization has always been part of the CIP process, the City implemented a formal process that standardizes
priorities across functions and departments beginning with the 2013-2017 CIP. The prioritization process considers
strategic goals and objectives, which are set by the City Council and interpreted by City staff. The recommended CIP
and priorities are then submitted back to the City Council for consideration, modification, and adoption.
The City uses a 7-point numerical scale to prioritize our CIP, with the number 1 representing the most critical pro-
jects and the number 7 representing desirable projects. For projects prioritized in the first two years of the adopted
CIP, City staff generally plans, develops and promotes the project until a construction contract is ready to be signed or
a purchase over $20,000 is ready to be ordered from a vendor. These types of contracts and purchases receive a final
approval by the City Council, according to our policy.
The City recognizes that circumstances and priorities can change over time and in some cases may cause the timing of
some projects to be moved forward or backward after adoption of the CIP. These changes are considered by the City
Council on a case-by-case basis.
35 CITY OF EDINA, MINNESOTA
The total capital expenditures planned for the 2014 and 2015 fiscal years by fund and priority level are as follows:
The 2015 expenditures shown in this schedule will be reprioritized in the summer of 2014 and are subject to change
based on that process. In fact, 2015 projects with a priority rating of 6 and 7 are not yet matched with available
financing to proceed.
Some of the City’s significant CIP projects planned in the next two years are:
Sports Dome
Although this project was not included in the adopted 2013-2017 CIP, the City Council gave approval to award a
contract for architectural and engineering services for the Sports Dome in late 2013. Because of the timing of the
approval, the capital expenditures and changes in operating budget are not included in this budget document either. As
of the publication date for this document, the construction cost of the facility is expected to be about $13 million.
CAPITAL IMPROVEMENTS
Fund Priority 2014 2015
HRA 1-5 5,600,000$ -$
PACS 2 1,100,000 1,100,000
Braemar 7 - 275,000
Construction Equipment 2,138,140 1,456,412
Construction 1-5 7,329,000 5,854,000
Construction 6-7 - 2,890,000
Utilities 1-5 6,762,000 7,076,000
Liquor 1-5 215,000 130,000
Aquatic Center 2-4 102,000 62,000
Golf 3-5 310,000 380,000
Golf 7 - 675,000
Arena 3-5 165,000 160,000
Art 7 - 85,000
Edinborough 1-5 892,100 102,300
Edinborough 6-7 - 162,400
Centennial 2 25,000 -
Centennial 7 - 32,000
Total Capital Expenditures 24,638,240$ 20,440,112$
36 CITY OF EDINA, MINNESOTA
CAPITAL IMPROVEMENTS
Neighborhood Street Reconstruction Program (Priority 1)
Every year, the City reconstructs streets and underground utilities as resources allow. Costs of the program are
extremely variable depending on how many neighborhoods are approved, the mileage and types of streets involved,
and the scope of work that needs to be done. For 2014 and 2015, the total costs are estimated to be $7,590,000 and
$10,031,000, respectively, when all aspects of the roadway and underground utilities are included. Funding for the
projects mostly comes from special assessments to benefitting properties and the utility fund.
Pool and wall tile replacement and locker room expansion for Edinborough Park pool (Priority 3 and 1)
The tiling and the locker rooms for the Edinborough Park pool are all original and need maintenance. For the tile, the
City is planning a replacement. For the locker rooms, the City has decided to expand and enhance the space to make
the locker rooms, and indirectly the pool and fitness areas, more desirable and usable for our guests. Costs for the two
projects are expected to total approximately $771,500. Funding for the projects will come from cash and investments
currently held in the Edinborough Fund. The projects will not have a significant effect on the operating budget, except
that the expanded locker rooms help attract and retain customers, which we expect to have a positive effect on facility
revenues. Our increased revenue expectations are included in this budget.
HRIS/Payroll software (Priority 2)
The City has been updating and implementing various pieces and modules of new HRIS and Payroll system software
since 2012. 2014 updates are expected to include expansion of electronic timecard use for employees, compensation
and benefits administration, performance management and personnel files. 2014 costs are expected to be
approximately $150,000 and will be funded by the Construction Fund. While the City expects that the new software
will provide improved information delivered in an efficient way to HR staff, hiring managers and employees, a significant
increase or decrease in operating expenses is not expected, other than annual licensing costs.
Fire Department plan review software (Priority 3)
The Building Inspections Division of the Fire Department is planning to purchase software that will allow Inspectors to
review plans, communicate with customers and archive files electronically. The software is expected to improve plan
review accuracy, reduce project delays from plan review and improve approval of changes that occur during the
building process. The software will improve the efficiency of staff in the Building Inspections and Fire Inspections
divisions. In addition, the software will reduce paper consumption and provide a more transparent and efficient
permitting process.
Piping Wells #15 and #9 to Treatment Plant #6 (Priority 4)
The Engineering Department plans to install the last segment of raw water main to connect two wells to Water
Treatment Plant 6. The City recently built Water Treatment Plant 6 with the anticipation of making this connection.
Water Treatment Plant 6 is currently operating below the 4,000 GPM design. This connection is expected to cost
approximately $1.1 million and will be paid for by the Utility fund. Once this project is complete, our water system will
be able to produce higher quantities of clean water for use by residents and businesses in the community. There will be
no significant effect on the operating budget from this project.
37 CITY OF EDINA, MINNESOTA
D EBT SERVICE
LEGAL DEBT MARGIN
Minnesota laws limit the amount of debt the City may issue to 3% of the assessor’s market value of the City’s tax base.
The assessor’s 3% market value less net debt is referred to as the legal debt margin. The following table shows the
legal debt margin at December 31, 2012.
According to this calculation, the City has the ability to issue over $200 million in additional debt before reaching the
statutory limit. This level of capacity to issue new debt means that the City is in a secure financial position.
The City had six types of bonded debt outstanding on December 31, 2012: general obligation (GO) bonds, tax incre-
ment (TI) bonds, permanent improvement revolving (PIR) bonds, Edina emerald energy program revenue (EEEP) bonds,
public project revenue (PPR) bonds, and enterprise revenue bonds.
GO bonds are payable from general property taxes. TI bonds are payable from tax increment monies with any deficien-
cy to be provided for by general property taxes. PIR and EEEP bonds are payable from special assessments with any
deficiency in the PIR variety to be provided for by general property taxes. PPR bonds are payable from annual appropri-
ation lease payments received from the City of Edina pursuant to a lease between the Edina Housing and Redevelop-
ment Authority and the City. Enterprise revenue bonds are payable primarily from enterprise revenue with any defi-
ciency to be provided for by general property taxes.
Edina’s long-term debt is segregated between the amounts to be repaid from governmental activities and amounts to
be repaid from business-type activities in the chart below, which projects changes in debt levels for the next two years.
Market value (after fiscal disparities)
Debt limit (3% of market value)
Debt applicable to limit:
General obligation bonds
Public project revenue bonds
Total debt applicable to limit
Legal debt margin
Legal Debt Margin Calculation for Fiscal Year 2012
270,766,953
11,865,000
231,221,953$
9,025,565,085$
27,680,000
39,545,000
38 CITY OF EDINA, MINNESOTA
DEBT SERVICE
In addition to principal payments in the chart above, the City also pays interest on outstanding debt. Principal and
interest (P&I) payments are sometimes referred to collectively as debt service. Debt service to maturity on all
outstanding debt as of December 31, 2012 is shown below.
The City sets annual property tax levies to pay debt service on the debt types that are payable from general property
taxes. The debt service levies are shown below, and are separated by purpose.
Budget Budget
Debt Service Tax Levies 2011 2012 2013 2014 2015
City Hall 949,850$ 950,800$ 949,850$ 947,600$ 944,400$
Equipment Certificates 164,010 67,500 - - -
Gymnasiums 396,444 411,644 396,444 409,244 409,440
Fire Station #1 431,544 432,744 431,544 441,944 441,940
Public Works Facility 1,232,460 1,178,202 1,536,743 1,526,809 1,546,600
Park Bond Market Value Levy 615,837 610,862 615,837 627,800 618,600
Total 3,790,145$ 3,651,752$ 3,930,418$ 3,953,397$ 3,960,980$
12/31/2013 12/31/2014 12/31/2015
Balance Additions Reductions Balance Additions Reductions Balance
Governmental activity debt:
General obligation 31,390,000$ -$ (2,295,000)$ 29,095,000$ -$ (2,350,000)$ 26,745,000$
Tax increment - - - - - - -
PIR 18,360,000 2,917,200 (1,555,000) 19,722,200 3,619,200 (1,760,000) 21,581,400
EEEP revenue 73,720 - (11,375) 62,345 - (11,375) 50,970
Public project revenue 5,640,000 - (235,000) 5,405,000 - (245,000) 5,160,000
Subtotal 55,463,720 2,917,200 (4,096,375) 54,284,545 3,619,200 (4,366,375) 53,537,370
Business-type activity debt:
Enterprise revenue 35,160,000 6,300,000 (3,960,000) 37,500,000 4,100,000 (4,195,000) 37,405,000
Citywide Grand Total 90,623,720$ 9,217,200$ (8,056,375)$ 91,784,545$ 7,719,200$ (8,561,375)$ 90,942,370$
20152014
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
Annual Debt Service Obligations as of
December 31, 2012 (P&I)
For living, learning, raising families, and doing business.
City of Edina
FUND LEVEL
FINANCIAL SCHEDULES
40 CITY OF EDINA, MINNESOTA
F UND DESCRIPTIONS
CITY OF EDINA FUND ACCOUNTING
The City is required to account for revenues and expenditures in accordance with Generally Accepted Accounting
Principles (GAAP) in the United States of America as applied to governmental units by the Governmental Accounting
Standards Board (GASB). GAAP allows the City to set up different funds for different purposes. The City of Edina uses
two different types of funds; governmental and enterprise.
The relative size of an individual governmental fund is assessed based on its proportionate share of different financial
statement elements. If those financial statement elements are quantitatively significant, the City is required to report
the fund as a “major” fund. The City may also choose to evaluate qualitative factors to present additional funds as
“major” even when they don’t meet the quantitative definition. Edina currently has 9 major funds.
41 CITY OF EDINA, MINNESOTA
FUND DESCRIPTIONS
GOVERNMENTAL FUNDS
In general, governmental funds are used to account for traditional government services like Police, Fire, Public Works,
etc. These activities are often, but not always, supported by a mix of taxes and user fees. The City budgets and reports
our governmental funds using the modified accrual basis of accounting, which is required by GAAP. Currently the City
has eight Governmental Funds:
General Fund. This is the City’s primary operating fund. It records most of the City’s revenues and expenditures
from our core City operations like Administration, Police, Parks, etc. Any activities that are not specifically
reported in a different fund can be found in the General Fund. The General Fund is not used for debt service or
capital projects.
Housing and Redevelopment Authority Fund (HRA). The HRA is an entity legally separate from the City.
However, for financial reporting purposes, the HRA is reported in a special revenue fund as if it were part of the
City’s operations because the members of the City Council serve as HRA board members and its activity is
confined to the same geographic borders as the City of Edina.
Community Development Block Grant Fund (CDBG). This special revenue fund was established to
account for funds received under Title I of the Housing and Community Development Act of 1974.
Police Special Revenue Fund. This special revenue fund was established to account for funds received for
specific purposes within the Police Department, including E-911 and forfeiture funds.
Braemar Memorial Fund. This account was created in 1976 and formally recognized as a separate special
revenue fund by the City Council in 2010. It is used to account for funds donated to the City for the purpose of
enhancing the Braemar golf Course with equipment and amenities that might not otherwise be affordable or
viewed as a necessity to the golf course.
Pedestrian and Cyclist Safety Fund (PACS). This special revenue fund was established in 2013 to account for
funds received from gas and electric franchise fees, which the City Council intends to use for pedestrian and cyclist
improvements included in future street reconstruction projects.
Debt Service Fund. This fund accounts for the payment of principal and interest on the City’s governmental
debt.
Construction Fund. This fund accounts for the various special assessment and state aid projects throughout the
City. This fund also provides financing for the City’s Capital Improvement Plan (CIP) and the Equipment
Replacement Program.
42 CITY OF EDINA, MINNESOTA
ENTERPRISE FUNDS
In general, enterprise funds are used to account for activities that the City intends to be mostly self-supporting. The
costs of providing these activities are often, but not always, recovered primarily through user charges, similar to private
business enterprises. Some of the activities we categorize as enterprise funds receive regular support from other City
funds. The City budgets and reports our enterprise funds using the full accrual basis of accounting, which is required by
GAAP. Currently the City has eight enterprise funds:
Utility Fund. This fund is used to account for water pumping, treatment and distribution as well as sanitary sewer
collection and disposal, storm water collection and recycling services to the City’s residents.
Liquor Fund. This fund accounts for the City’s off-sale liquor business, which Edina first started around 1948. To-
day, there are three municipally owned liquor stores in Edina. Excess profits are generally transferred into other
City funds.
Aquatic Center Fund. This fund was established to account for the operations of the City’s outdoor municipal
pool.
Golf Course Fund. This fund was established to account for the City’s golf business when the 18-hole Braemar
Golf Couse opened in 1964. Today, the City operates Braemar Golf Course (now a 27-hole regulation course),
two 9-hole executive courses, a driving range, indoor golf dome, a banquet room and grill.
Arena Fund. This fund was created around 1966 when Braemar Arena was built. Today, there are three indoor,
regulation size ice sheets, including the original “West” arena.
Art Center Fund. This fund accounts for the revenues and expenses for the Edina Art Center.
Edinborough Park Fund. Edinborough Park’s finances were combined with Centennial Lakes Park in one fund
through 2011. A separate fund for each facility was created in budget year 2012.
Centennial Lakes Fund. Centennial Lakes Park’s finances were combined with Edinborough Park in one fund
through 2011. A separate fund for each facility was created in budget year 2012.
FUND DESCRIPTIONS
43 CITY OF EDINA, MINNESOTA
O PERATING FUND CROSSWALK
Appropriated? ADMIN CTS HR FIN PW ENG PD FD P&R CD
General Yes X X X X X X X X X X
HRA Yes X
PACS Yes X
CDBG Yes X
Police SR Yes X
Braemar
Memorial
Yes X
Debt Service Yes X X X X X X X X X X
Construction Yes X X X X X X X X X X
Utilities Yes X X X X X
Liquor Yes X
Aquatic
Center
Yes X
Golf Course Yes X
Arena Yes X
Art Center Yes X
Edinborough Yes X
Centennial Yes X
Department Acronym Key
ADMIN Administration
CTS Communications and Technology Services
HR Human Resources
FIN Finance
PW Public Works
ENG Engineering
PD Police
FD Fire
P&R Parks and Recreation
CD Community Development
44 CITY OF EDINA, MINNESOTA
2 012 ACTUAL FINANCIAL RESULTS BY FUND
2012 ACTUAL FINANCIAL RESULTS BY FUND—GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s governmental funds are shown here.
Braemar Debt
General HRA PACS CDBG Police SR Memorial Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 21,269,249$ -$ -$ -$ -$ -$ 3,593,370$ 975,803$ 25,838,422$
Reductions - - - - - - - - -
Net tax revenue 21,269,249 - - - - - 3,593,370 975,803 25,838,422
Tax increments - 3,536,935 - - - - - - 3,536,935
Franchise fees 771,293 - - - - - - 44,237 815,530
Special assessments - - - - - - 2,521,001 2,454,640 4,975,641
Licenses and permits 3,126,541 - - - - - - 28,810 3,155,351
Intergovernmental 904,437 - - 16,543 63,364 - 101,549 947,073 2,032,966
Charges for services 3,651,098 - - - - - - 57,384 3,708,482
Fines and forfeitures 1,083,834 - - - 111,220 - - - 1,195,054
Investment income 17,659 160,098 - - 1,047 2,302 23,894 136,986 341,986
Other revenue 1,248,538 - - - - 2,933 - 197,746 1,449,217
Transfers 765,100 - - - - - 1,978,445 1,752,395 4,495,940
Debt issued - - - - - - 2,330,360 2,844,508 5,174,868
Other financing sources - - - - - - - 94,975 94,975
TOTAL REVENUES AND OTHER
FINANCING SOURCES 32,837,749$ 3,697,033$ -$ 16,543$ 175,631$ 5,235$ 10,548,619$ 9,534,557$ 56,815,367$
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,782,526$ 5,712,571$ -$ -$ -$ -$ -$ 730,169$ 8,225,266$
Communication & tech.810,215 - - - - - - 231,503 1,041,718
Human resources 445,893 - - - - - - - 445,893
Finance 717,345 - - - - - - - 717,345
Public works 7,397,318 - - - - - - 631,756 8,029,074
Engineering 1,265,826 - - - - - - 6,581,036 7,846,862
Police 9,137,095 - - - 173,021 - - 459,068 9,769,184
Fire 5,911,765 - - - - - - 353,155 6,264,920
Parks & recreation 1,141,326 - - - - 6,757 - 505,169 1,653,252
Community development 1,320,127 - - 16,543 - - - 31,666 1,368,336
Debt service - - - - - - 8,912,394 - 8,912,394
Transfers 1,542,395 1,978,445 - - - - - 278,165 3,799,005
TOTAL EXPENDITURES AND OTHER
FINANCING USES 31,471,831$ 7,691,016$ -$ 16,543$ 173,021$ 6,757$ 8,912,394$ 9,801,687$ 58,073,249$
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 21,148,494$ 37,668$ -$ -$ -$ -$ -$ 127,319$ 21,313,481$
Contractual services 3,882,770 671,170 - 16,543 16,321 6,757 - 706,292 5,299,853
Commodities 1,687,877 - - - 156,700 - - 69,890 1,914,467
Central services 3,210,295 - - - - - - 1,311 3,211,606
Equipment - - - - - - - 1,308,222 1,308,222
Capital outlay - 5,003,733 - - - - - 7,310,488 12,314,221
Debt service - - - - - - 8,912,394 - 8,912,394
Transfers 1,542,395 1,978,445 - - - - - 278,165 3,799,005
TOTAL EXPENDITURES AND OTHER
FINANCING USES 31,471,831$ 7,691,016$ -$ 16,543$ 173,021$ 6,757$ 8,912,394$ 9,801,687$ 58,073,249$
CHANGE IN
FUND BALANCE 1,365,918$ (3,993,983)$ -$ -$ 2,610$ (1,522)$ 1,636,225$ (267,130)$ (1,257,882)$
2012 GOVERNMENTAL FUND ACTUAL REVENUES AND EXPENDITURES
45 CITY OF EDINA, MINNESOTA
2012 ACTUAL FINANCIAL RESULTS BY FUND
2012 ACTUAL FINANCIAL RESULTS BY FUND—ENTERPRISE FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s enterprise funds are shown here.
Aquatic Golf Art
Utilities Liquor Center Course Arena Center Edinborough Centennial
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 17,723,103$ 13,230,941$ 1,001,946$ 3,225,591$ 1,452,435$ 441,941$ 1,243,453$ 713,696$ 39,033,106$
Intergovernmental 236,644 - - - - - - - 236,644
Investment income 46,984 - - - 139 - 37,133 28,921 113,177
Other revenue 12,713 (340) - 2,623,627 810,707 9,844 - - 3,456,551
Transfers - - - 100,000 289,903 165,000 79,166 89,096 723,165
TOTAL REVENUES AND
TRANSFERS IN 18,019,444$ 13,230,601$ 1,001,946$ 5,949,218$ 2,553,184$ 616,785$ 1,359,752$ 831,713$ 43,562,643$
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration -$ 11,740,404$ -$ -$ -$ -$ -$ -$ 11,740,404$
Finance - - - - - - - - -
Public works 12,081,680 - - - - - - - 12,081,680
Engineering - - - - - - - - -
Police 529,195 - - - - - - - 529,195
Parks and recreation - - 866,944 3,293,192 2,182,200 617,577 1,355,285 869,277 9,184,475
Transfers 100,000 1,320,100 - - - - - - 1,420,100
TOTAL EXPENSES AND
TRANSFERS OUT 12,710,875$ 13,060,504$ 866,944$ 3,293,192$ 2,182,200$ 617,577$ 1,355,285$ 869,277$ 34,955,854$
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS 11,141$ 9,615,928$ 34,996$ 347,752$ 37,825$ 20,310$ 41,237$ 10,004$ 10,119,193$
Personal services 1,536,352 1,343,780 324,705 1,574,394 676,340 395,106 654,628 527,627 7,032,932
Contractual services 6,139,662 443,705 217,171 489,372 854,957 98,836 302,340 142,006 8,688,049
Commodities 833,528 61,760 48,694 344,549 102,162 39,152 141,675 100,902 1,672,422
Central services 622,573 205,216 18,347 134,496 40,710 37,886 54,010 49,909 1,163,147
Depreciation 2,668,212 70,015 210,424 395,953 387,375 26,287 161,395 38,829 3,958,490
Interest 799,407 - 12,607 6,676 82,831 - - - 901,521
Transfers 100,000 1,320,100 - - - - - - 1,420,100
TOTAL EXPENSES AND
TRANSFERS OUT 12,710,875$ 13,060,504$ 866,944$ 3,293,192$ 2,182,200$ 617,577$ 1,355,285$ 869,277$ 34,955,854$
CHANGE IN NET
POSITION 5,308,569$ 170,097$ 135,002$ 2,656,026$ 370,984$ (792)$ 4,467$ (37,564)$ 8,606,789$
2012 ENTERPRISE FUND ACTUAL REVENUES AND EXPENSES
46 CITY OF EDINA, MINNESOTA
2 013 BUDGET BY FUND
2013 BUDGET BY FUND—GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s governmental funds are shown here.
Braemar Debt
General HRA PACS CDBG Police SR Memorial Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 21,824,894$ -$ -$ -$ -$ -$ 3,930,418$ 992,072$ 26,747,384$
Reductions (113,000) - - - - - - - (113,000)
Net tax revenue 21,711,894 - - - - - 3,930,418 992,072 26,634,384
Tax increments - 3,990,000 - - - - - - 3,990,000
Franchise fees 730,000 - 800,000 - - - - - 1,530,000
Special assessments - - - - - - 2,072,269 1,652,039 3,724,308
Licenses and permits 2,866,814 - - - - - - 25,000 2,891,814
Intergovernmental 760,000 - - 145,365 104,760 - - 1,090,000 2,100,125
Charges for services 3,277,248 - - - - - - 50,000 3,327,248
Fines and forfeitures 1,034,000 - - - 57,821 - - - 1,091,821
Investment income - 169,000 - - 600 300 30,000 110,700 310,600
Other revenue 655,000 - - - - - - - 655,000
Transfers 765,100 - - - - - 559,350 3,250,000 4,574,450
Debt issued - - - - - - - 4,251,000 4,251,000
Other financing sources - - - - - 3,000 - 200,000 203,000
TOTAL REVENUES AND OTHER
FINANCING SOURCES 31,800,056$ 4,159,000$ 800,000$ 145,365$ 163,181$ 3,300$ 6,592,037$ 11,620,811$ 55,283,750$
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 2,199,692$ 1,020,256$ -$ -$ -$ -$ -$ 65,000$ 3,284,948$
Communication & tech.855,474 - - - - - - 261,000 1,116,474
Human resources 219,150 - - - - - - 50,000 269,150
Finance 753,329 - - - - - - 5,000 758,329
Public works 7,891,820 - - - - - - 944,254 8,836,074
Engineering 1,566,841 - 800,000 - - - - 9,701,000 12,067,841
Police 9,608,355 - - - 243,654 - - 416,916 10,268,925
Fire 6,046,314 - - - - - - 490,000 6,536,314
Parks & recreation 1,271,326 - - - - 100,000 - 700,000 2,071,326
Community development 1,387,755 - - 145,365 - - - - 1,533,120
Debt service - - - - - - 6,670,685 - 6,670,685
Transfers - 3,559,350 - - - - - 644,400 4,203,750
TOTAL EXPENDITURES AND OTHER
FINANCING USES 31,800,056$ 4,579,606$ 800,000$ 145,365$ 243,654$ 100,000$ 6,670,685$ 13,277,570$ 57,616,936$
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 22,427,600$ 109,256$ -$ -$ -$ -$ -$ 90,315$ 22,627,171$
Contractual services 4,346,367 711,000 - 145,365 85,574 25,000 - 208,281 5,521,587
Commodities 1,682,529 - - - 18,655 - - 25,000 1,726,184
Central services 3,343,560 - 80,004 - - - - 1,404 3,424,968
Equipment - - - - - - - 1,409,170 1,409,170
Capital outlay - 200,000 719,996 - 139,425 75,000 - 10,899,000 12,033,421
Debt service - - - - - - 6,670,685 - 6,670,685
Transfers - 3,559,350 - - - - - 644,400 4,203,750
TOTAL EXPENDITURES AND OTHER
FINANCING USES 31,800,056$ 4,579,606$ 800,000$ 145,365$ 243,654$ 100,000$ 6,670,685$ 13,277,570$ 57,616,936$
CHANGE IN
FUND BALANCE -$ (420,606)$ -$ -$ (80,473)$ (96,700)$ (78,648)$ (1,656,759)$ (2,333,186)$
2013 GOVERNMENTAL FUND BUDGETS
47 CITY OF EDINA, MINNESOTA
2013 BUDGET BY FUND—ENTERPRISE FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s enterprise funds are shown here.
2013 BUDGET BY FUND
Aquatic Golf Art
Utilities Liquor Center Course Arena Center Edinborough Centennial
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 16,819,093$ 13,600,099$ 944,000$ 3,745,050$ 1,630,400$ 454,500$ 1,239,700$ 758,000$ 39,190,842$
Intergovernmental 110,000 - - - - - - - 110,000
Investment income 98,000 - - - - - 33,250 38,500 169,750
Other revenue - - - - - 15,000 - - 15,000
Transfers - - - 270,000 330,000 202,800 266,600 - 1,069,400
TOTAL REVENUES AND
TRANSFERS IN 17,027,093$ 13,600,099$ 944,000$ 4,015,050$ 1,960,400$ 672,300$ 1,539,550$ 796,500$ 40,554,992$
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration -$ 12,139,472$ -$ -$ -$ -$ -$ -$ 12,139,472$
Finance - - - - - - - - -
Public works 13,239,671 - - - - - - - 13,239,671
Engineering - - - - - - - - -
Police 565,209 - - - - - - - 565,209
Parks and recreation - - 930,209 3,726,719 2,102,277 709,888 1,557,280 957,319 9,983,692
Transfers 100,000 1,340,100 - - - - - - 1,440,100
TOTAL EXPENSES AND
TRANSFERS OUT 13,904,880$ 13,479,572$ 930,209$ 3,726,719$ 2,102,277$ 709,888$ 1,557,280$ 957,319$ 37,368,144$
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS -$ 9,836,831$ 39,200$ 356,800$ 76,500$ 22,000$ 105,000$ 17,000$ 10,453,331$
Personal services 1,631,949 1,407,064 359,223 1,838,829 814,397 431,070 713,484 588,069 7,784,085
Contractual services 7,092,708 494,108 138,400 597,750 579,650 136,750 319,000 140,650 9,499,016
Commodities 1,056,250 65,525 113,050 383,900 87,750 57,000 187,700 102,400 2,053,575
Central services 630,348 215,484 19,236 141,840 42,660 40,068 57,096 52,200 1,198,932
Depreciation 2,600,000 120,460 250,000 404,500 420,000 23,000 175,000 57,000 4,049,960
Interest 793,625 - 11,100 3,100 81,320 - - - 889,145
Transfers 100,000 1,340,100 - - - - - - 1,440,100
TOTAL EXPENSES AND
TRANSFERS OUT 13,904,880$ 13,479,572$ 930,209$ 3,726,719$ 2,102,277$ 709,888$ 1,557,280$ 957,319$ 37,368,144$
CHANGE IN NET
POSITION 3,122,213$ 120,527$ 13,791$ 288,331$ (141,877)$ (37,588)$ (17,730)$ (160,819)$ 3,186,848$
2013 ENTERPRISE FUND BUDGETS
48 CITY OF EDINA, MINNESOTA
2 014 BUDGET BY FUND
2014 BUDGET BY FUND—GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s governmental funds are shown here.
Braemar Debt
General HRA PACS CDBG Police SR Memorial Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 22,509,403$ -$ -$ -$ -$ -$ 3,953,397$ 992,072$ 27,454,872$
Reductions (119,000) - - - - - - - (119,000)
Net tax revenue 22,390,403 - - - - - 3,953,397 992,072 27,335,872
Tax increments - 3,900,000 - - - - - - 3,900,000
Franchise fees 770,000 - 1,200,000 - - - - 100,000 2,070,000
Special assessments - - - - - - 2,083,699 1,237,872 3,321,571
Licenses and permits 3,277,865 - - - - - - 25,000 3,302,865
Intergovernmental 1,093,500 - - 105,000 153,689 - - 2,680,000 4,032,189
Charges for services 4,132,766 - - - - - - 50,000 4,182,766
Fines and forfeitures 950,000 - - - - - - - 950,000
Investment income 100,000 118,000 - - 900 200 20,000 88,300 327,400
Other revenue 451,100 - - - 57,821 5,000 - - 513,921
Transfers 765,100 - - - - - - 250,000 1,015,100
Debt issued - - - - - - - 2,917,200 2,917,200
Other financing sources - - - - - - - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 33,930,734$ 4,018,000$ 1,200,000$ 105,000$ 212,410$ 5,200$ 6,057,096$ 8,340,444$ 53,868,884$
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,680,069$ 6,371,489$ -$ -$ -$ -$ -$ 65,000$ 8,116,558$
Communication & tech.998,357 - - - - - - 211,900 1,210,257
Human resources 677,487 - - - - - - 150,000 827,487
Finance 884,509 - - - - - - 25,000 909,509
Public works 8,266,220 - - - - - - 1,226,395 9,492,615
Engineering 1,607,798 - 1,226,752 - - - - 6,320,000 9,154,550
Police 10,166,166 - - - 59,000 - - 1,038,845 11,264,011
Fire 6,697,458 - - - - - - 422,000 7,119,458
Parks & recreation 1,357,639 - - - - - - 333,000 1,690,639
Community development 1,595,031 - - 105,000 - - - - 1,700,031
Debt service - - - - - - 6,008,988 - 6,008,988
Transfers - - - - - - - 620,600 620,600
TOTAL EXPENDITURES AND OTHER
FINANCING USES 33,930,734$ 6,371,489$ 1,226,752$ 105,000$ 59,000$ -$ 6,008,988$ 10,412,740$ 58,114,703$
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 24,085,051$ 115,219$ -$ -$ -$ -$ -$ 102,956$ 24,303,226$
Contractual services 4,404,931 656,070 22,000 105,000 54,000 - - 148,522 5,390,523
Commodities 1,740,792 200 25,000 - 5,000 - - 73,522 1,844,514
Central services 3,699,960 - 79,752 - - - - - 3,779,712
Equipment - - - - - - - 2,138,140 2,138,140
Capital outlay - 5,600,000 1,100,000 - - - - 7,329,000 14,029,000
Debt service - - - - - - 6,008,988 - 6,008,988
Transfers - - - - - - - 620,600 620,600
TOTAL EXPENDITURES AND OTHER
FINANCING USES 33,930,734$ 6,371,489$ 1,226,752$ 105,000$ 59,000$ -$ 6,008,988$ 10,412,740$ 58,114,703$
CHANGE IN
FUND BALANCE -$ (2,353,489)$ (26,752)$ -$ 153,410$ 5,200$ 48,108$ (2,072,296)$ (4,245,819)$
2014 GOVERNMENTAL FUND BUDGETS
49 CITY OF EDINA, MINNESOTA
2014 BUDGET BY FUND
2014 BUDGET BY FUND—ENTERPRISE FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s enterprise funds are shown here.
Aquatic Golf Art
Utilities Liquor Center Course Arena Center Edinborough Centennial
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 18,542,999$ 14,058,841$ 966,500$ 3,729,750$ 1,941,164$ 439,550$ 1,311,800$ 771,000$ 41,761,604$
Intergovernmental 542,000 - - - - - - - 542,000
Investment income 67,631 - - - - - 25,000 27,500 120,131
Other revenue 51,356 - - - - 3,000 - - 54,356
Transfers - - - 795,000 365,000 200,000 120,600 25,000 1,505,600
TOTAL REVENUES AND
TRANSFERS IN 19,203,986$ 14,058,841$ 966,500$ 4,524,750$ 2,306,164$ 642,550$ 1,457,400$ 823,500$ 43,983,691$
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration -$ 12,263,854$ -$ -$ -$ -$ -$ -$ 12,263,854$
Finance 278,110 - - - - - - - 278,110
Public works 13,075,282 - - - - - - - 13,075,282
Engineering 176,000 - - - - - - - 176,000
Police 429,702 - - - - - - - 429,702
Parks and recreation - - 891,349 3,935,124 2,385,165 663,538 1,575,683 992,638 10,443,497
Transfers 100,000 1,800,100 - - - - - - 1,900,100
TOTAL EXPENSES AND
TRANSFERS OUT 14,059,094$ 14,063,954$ 891,349$ 3,935,124$ 2,385,165$ 663,538$ 1,575,683$ 992,638$ 38,566,545$
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS -$ 10,013,099$ 43,500$ 366,540$ 80,000$ 23,000$ 95,000$ 14,000$ 10,635,139$
Personal services 1,683,310 1,378,442 362,211 1,828,701 861,659 437,753 725,075 606,641 7,883,792
Contractual services 6,573,063 513,592 159,225 633,455 612,400 95,367 358,000 166,885 9,111,987
Commodities 974,500 61,725 60,850 412,800 95,750 47,050 184,150 117,800 1,954,625
Central services 692,088 220,896 26,340 128,628 57,048 34,368 51,708 49,812 1,260,888
Depreciation 3,305,000 76,100 231,500 565,000 535,000 26,000 161,750 37,500 4,937,850
Interest 731,133 - 7,723 - 143,308 - - - 882,164
Transfers 100,000 1,800,100 - - - - - - 1,900,100
TOTAL EXPENSES AND
TRANSFERS OUT 14,059,094$ 14,063,954$ 891,349$ 3,935,124$ 2,385,165$ 663,538$ 1,575,683$ 992,638$ 38,566,545$
CHANGE IN NET POSITION
5,144,892$ (5,113)$ 75,151$ 589,626$ (79,001)$ (20,988)$ (118,283)$ (169,138)$ 5,417,146$
2014 ENTERPRISE FUND BUDGETS
50 CITY OF EDINA, MINNESOTA
2 015 BUDGET BY FUND
2015 BUDGET BY FUND—GOVERNMENTAL FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s governmental funds are shown here.
Braemar Debt
General HRA PACS CDBG Police SR Memorial Service Construction
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND OTHER FINANCING SOURCES
Property tax levy 23,378,958$ -$ -$ -$ -$ -$ 3,960,980$ 1,192,072$ 28,532,010$
Reductions (123,000) - - - - - - - (123,000)
Net tax revenue 23,255,958 - - - - - 3,960,980 1,192,072 28,409,010
Tax increments - 100,000 - - - - - - 100,000
Franchise fees 770,000 - 1,200,000 - - - - 100,000 2,070,000
Special assessments - - - - - - 2,083,699 1,361,088 3,444,787
Licenses and permits 3,230,080 - - - - - - 25,000 3,255,080
Intergovernmental 1,113,500 - - 100,000 115,325 - - 880,000 2,208,825
Charges for services 3,969,494 - - - - - - 50,000 4,019,494
Fines and forfeitures 950,000 - - - - - - - 950,000
Investment income 150,000 94,000 - - 300 200 20,000 62,900 327,400
Other revenue 461,100 - - - 57,821 7,000 - - 525,921
Transfers 765,100 - - - - - - 300,000 1,065,100
Debt issued - - - - - - - 3,619,200 3,619,200
Other financing sources - - - - - - - - -
TOTAL REVENUES AND OTHER
FINANCING SOURCES 34,665,232$ 194,000$ 1,200,000$ 100,000$ 173,446$ 7,200$ 6,064,679$ 7,590,260$ 49,994,817$
EXPENDITURES AND OTHER FINANCING USES - BY DEPARTMENT
Administration 1,639,238$ 124,787$ -$ -$ -$ -$ -$ 25,000$ 1,789,025$
Communication & tech.1,040,674 - - - - - - 1,288,900 2,329,574
Human resources 695,637 - - - - - - - 695,637
Finance 904,918 - - - - - - 25,000 929,918
Public works 8,459,610 - - - - - - 1,029,262 9,488,872
Engineering 1,655,095 - 1,232,744 - - - - 5,545,000 8,432,839
Police 10,357,415 - - - 61,000 - - 566,925 10,985,340
Fire 6,912,398 - - - - - - 273,000 7,185,398
Parks & recreation 1,388,087 - - - - 275,000 - 1,742,325 3,405,412
Community development 1,612,160 - - 100,000 - - - 30,000 1,742,160
Debt service - - - - - - 6,179,315 - 6,179,315
Transfers - - - - - - - 1,596,700 1,596,700
TOTAL EXPENDITURES AND OTHER
FINANCING USES 34,665,232$ 124,787$ 1,232,744$ 100,000$ 61,000$ 275,000$ 6,179,315$ 12,122,112$ 54,760,190$
EXPENDITURES AND OTHER FINANCING USES - BY TYPE
Personal services 24,638,774$ 118,467$ -$ -$ -$ -$ -$ 106,559$ 24,863,800$
Contractual services 4,481,594 6,120 23,000 100,000 56,000 - - 146,721 4,813,435
Commodities 1,766,292 200 28,000 - 5,000 - - 71,720 1,871,212
Central services 3,778,572 - 81,744 - - - - - 3,860,316
Equipment - - - - - - - 1,456,412 1,456,412
Capital outlay - - 1,100,000 - - 275,000 - 8,744,000 10,119,000
Debt service - - - - - - 6,179,315 - 6,179,315
Transfers - - - - - - - 1,596,700 1,596,700
TOTAL EXPENDITURES AND OTHER
FINANCING USES 34,665,232$ 124,787$ 1,232,744$ 100,000$ 61,000$ 275,000$ 6,179,315$ 12,122,112$ 54,760,190$
CHANGE IN
FUND BALANCE -$ 69,213$ (32,744)$ -$ 112,446$ (267,800)$ (114,636)$ (4,531,852)$ (4,765,373)$
2015 GOVERNMENTAL FUND BUDGETS
51 CITY OF EDINA, MINNESOTA
2015 BUDGET BY FUND
2015 BUDGET BY FUND—ENTERPRISE FUNDS
The City uses two basic fund types to account for our financial activities, governmental fund types and enterprise fund
types. In general, governmental funds are used to account for traditional government services and enterprise funds are
used to account for business-type activities. All of the City’s enterprise funds are shown here.
Aquatic Golf Art
Utilities Liquor Center Course Arena Center Edinborough Centennial
Fund Fund Fund Fund Fund Fund Fund Fund Total
REVENUES AND TRANSFERS IN
Operating revenues 19,433,473$ 14,367,118$ 1,023,000$ 3,916,400$ 2,017,519$ 445,950$ 1,354,800$ 786,000$ 43,344,260$
Intergovernmental 116,000 - - - - - - - 116,000
Investment income 96,556 - - - - - 15,000 25,000 136,556
Other revenue 56,527 - - - - 3,000 - - 59,527
Transfers - - - 1,540,000 360,000 285,000 264,700 32,000 2,481,700
TOTAL REVENUES AND
TRANSFERS IN 19,702,556$ 14,367,118$ 1,023,000$ 5,456,400$ 2,377,519$ 733,950$ 1,634,500$ 843,000$ 46,138,043$
EXPENSES AND TRANSFERS OUT - BY DEPARTMENT
Administration -$ 12,506,524$ -$ -$ -$ -$ -$ -$ 12,506,524$
Finance 286,381 - - - - - - - 286,381
Public works 13,350,060 - - - - - - - 13,350,060
Engineering 177,000 - - - - - - - 177,000
Police 441,408 - - - - - - - 441,408
Parks and recreation - - 938,625 4,046,382 2,423,956 683,306 1,616,747 1,014,860 10,723,876
Transfers 100,000 1,850,100 - - - - - - 1,950,100
TOTAL EXPENSES AND
TRANSFERS OUT 14,354,849$ 14,356,624$ 938,625$ 4,046,382$ 2,423,956$ 683,306$ 1,616,747$ 1,014,860$ 39,435,349$
EXPENSES AND TRANSFERS OUT - BY TYPE
COGS -$ 10,198,628$ 46,000$ 385,100$ 85,000$ 23,000$ 105,000$ 14,000$ 10,856,728$
Personal services 1,732,897 1,419,298 371,593 1,879,494 885,513 449,431 745,581 623,683 8,107,490
Contractual services 6,723,540 522,928 162,300 642,300 612,750 101,175 362,650 177,625 9,305,268
Commodities 999,500 63,150 89,650 436,900 96,950 48,300 183,450 108,300 2,026,200
Central services 708,588 227,520 27,108 132,588 58,836 35,400 53,316 51,252 1,294,608
Depreciation 3,487,500 75,000 236,500 570,000 545,000 26,000 166,750 40,000 5,146,750
Interest 602,824 - 5,474 - 139,907 - - - 748,205
Transfers 100,000 1,850,100 - - - - - - 1,950,100
TOTAL EXPENSES AND
TRANSFERS OUT 14,354,849$ 14,356,624$ 938,625$ 4,046,382$ 2,423,956$ 683,306$ 1,616,747$ 1,014,860$ 39,435,349$
CHANGE IN NET
POSITION 5,347,707$ 10,494$ 84,375$ 1,410,018$ (46,437)$ 50,644$ 17,753$ (171,860)$ 6,702,694$
2015 ENTERPRISE FUND BUDGETS
52 CITY OF EDINA, MINNESOTA
T RANSFERS
TRANSFERS
Interfund transfers allow the City to reallocate assets to the funds where those assets can be used to achieve desired
outcomes. For example, for many years in Edina, the three municipal liquor stores generated excess income that has
been reinvested in other purposes. This tradition is expected to continue through 2015, as shown on the next two
pages.
Budgeted transfers in 2014 include:
1. $620,600 in total transfers out of the Construction Fund to various park enterprise funds, which will help purchase
new assets and amenities for these facilities, as detailed in the 2013-2017 Capital Improvement Plan (CIP).
2. $1,800,100 in total transfers from the Liquor Fund to the General Fund, Construction Fund, and to various park
enterprise funds, to help finance the basic operating purposes of these funds.
3. $100,000 transfer from the Utilities Fund to the Construction Fund.
Construction Utilities Liqour Total
2014 Transfer in:
General Fund -$ -$ 765,100$ 765,100$
Construction - 100,000 150,000 250,000
Golf Course 310,000 - 485,000 795,000
Arena 165,000 - 200,000 365,000
Art Center - - 200,000 200,000
Edinborough 120,600 - - 120,600
Centennial Lakes 25,000 - - 25,000
Total 620,600$ 100,000$ 1,800,100$ 2,520,700$
2014 Transfer Out:
The City uses profit generated from our
liquor stores to provide services through our
General Fund, and for the Park Enterprises.
53 CITY OF EDINA, MINNESOTA
TRANSFERS
Budgeted transfers in 2015 include:
1. $1,596,700 in total transfers out of the Construction Fund to various park enterprise funds, which will help
purchase new assets and amenities for these facilities, as detailed in the 2013-2017 Capital Improvement Plan (CIP).
It is important to note that during 2014, City staff and Council will be working to create a new 2015-2019 CIP that
will likely reprioritize some of the projects currently listed in the 2013-2017 CIP, so these figures are likely to
change prior to 2015.
2. $1,850,100 in total transfers from the Liquor Fund to the General Fund, Construction Fund, and to various park
enterprise funds, to help finance the basic operating purposes of these funds.
3. $100,000 transfer from the Utilities Fund to the Construction Fund.
In addition to budgeted transfers, the City Council will periodically authorize interfund transfers mid-year. The most
common example of this is when our General Fund has unassigned fund balance at year-end according to our fund
balance policy. Typically we know this amount when the annual audit is finished around June, and the process to reach
a decision on where to allocate this money starts then. The fund balance policy also states that, to the extent possible,
such excess funds should be transferred to the Construction Fund to support capital improvements and equipment.
As of December 31, 2012, the City had $1,697,872 in excess funds in our General Fund according to our fund balance
policy. During 2013, the City Council decided to allocate this cash as follows:
$797,872 to the Construction Fund for 2013-2014 CIP projects
$300,000 to the Construction Fund for the Equipment Replacement Program
$300,000 to the Arena Fund for unplanned 2012 expenses
$300,000 to the Golf Course Fund to start stabilizing the fund balance
Construction Utilities Liqour Total
2015 Transfer in:
General Fund -$ -$ 765,100$ 765,100$
Construction - 100,000 200,000 300,000
Golf Course 1,055,000 - 485,000 1,540,000
Arena 160,000 - 200,000 360,000
Art Center 85,000 - 200,000 285,000
Edinborough 264,700 - - 264,700
Centennial Lakes 32,000 - - 32,000
Total 1,596,700$ 100,000$ 1,850,100$ 3,546,800$
2015 Transfer Out:
54 CITY OF EDINA, MINNESOTA
Fund balance refers to the difference between assets and liabilities for governmental funds. Since all related assets and
liabilities are not reported for governmental funds, fund balance is considered more of a liquidity measure than a net
worth measure. Credit rating agencies monitor fund balance levels and consider fund balance when determining the
City’s creditworthiness.
GASB 54 defines five different classifications that the City may use to disclose constraints for how these amounts can
be spent. These classifications are as follows:
Nonspendable – Amounts that cannot be spent, such as prepaid items, inventory, and other long-term assets.
Restricted – Amounts subject to externally imposed constraints established by creditors, grantors, contributors,
or law.
Committed – Constrained by formal internal action, such as City Council resolution.
Assigned – Internally imposed constraints that do not meet the definition of Restricted or Committed.
Unassigned – Available to spend.
The schedules on the next two pages show fund balance and net position trends for all of the City’s funds. The first
year of balances and activity shown represent actual amounts from the most recently completed annual audit. The
second year of balances and activity shown are projections compiled by City staff for the uncompleted balance of the
current fiscal year (the year this budget was written). The third and fourth years of balances and activity shown are
continued projections based on the annual revenue and expenditure/expense budgets contained in this document.
P ROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
55 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
FUND BALANCE—GOVERNMENTAL FUNDS
Year
Fund Balance
January 1
Revenues and
other financing
sources
Expenditures
and other
financing uses
Fund Balance
December 31
$ Increase/
(Decrease)
% Increase/
(Decrease)Reason for Increase/(Decrease) > 10%
General Fund 2012 13,473,216$ 32,837,749$ 31,471,831$ 14,839,134$ 1,365,918$ 10.1%Park dedication fees received
2013 14,839,134 32,691,629 33,822,132 13,708,631 (1,130,503) -7.6%
2014 13,708,631 33,930,734 33,930,734 13,708,631 - 0.0%
2015 13,708,631 34,665,232 34,665,232 13,708,631 - 0.0%
Housing and 2012 16,190,129 3,697,033 7,691,016 12,196,146 (3,993,983) -24.7%Southdale loan
Redevelopment 2013 12,196,146 4,018,000 971,489 15,242,657 3,046,511 25.0%Some capital improvements deferred
Authority (HRA)2014 15,242,657 4,018,000 6,371,489 12,889,168 (2,353,489) -15.4%Projects detailed in 2013-2017 CIP
2015 12,889,168 194,000 124,787 12,958,381 69,213 0.5%
Pedestrian and Cyclist 2012 - - - - - 0.0%Fund established in 2013
Safety (PACS)2013 - 800,000 800,000 - - 0.0%
2014 - 1,200,000 1,226,752 (26,752) (26,752) 0.0%
2015 (26,752) 1,200,000 1,232,744 (59,496) (32,744) 0.0%
Community 2012 - 16,543 16,543 - - 0.0%
Development 2013 - 100,000 100,000 - - 0.0%
Block Grant (CDBG)2014 - 105,000 105,000 - - 0.0%
2015 - 100,000 100,000 - - 0.0%
Police Special 2012 655,392 175,631 173,021 658,002 2,610 0.4%
Revenue 2013 658,002 171,068 151,007 678,063 20,061 3.0%
2014 678,063 212,410 59,000 831,473 153,410 22.6%External restrictions on spending
2015 831,473 173,446 61,000 943,919 112,446 13.5%External restrictions on spending
Braemar Memorial 2012 333,336 5,235 6,757 331,814 (1,522) -0.5%
2013 331,814 3,300 900 334,214 2,400 0.7%
2014 334,214 5,200 - 339,414 5,200 1.6%
2015 339,414 7,200 275,000 71,614 (267,800) -78.9%Projects detailed in 2013-2017 CIP
Debt Service 2012 8,068,183 10,548,619 8,912,394 9,704,408 1,636,225 20.3%Refunding bonds sold in 2012 for 2013 call
2013 9,704,408 12,342,037 12,420,685 9,625,760 (78,648) -0.8%
2014 9,625,760 6,057,096 6,008,988 9,673,868 48,108 0.5%
2015 9,673,868 6,064,679 6,179,315 9,559,232 (114,636) -1.2%
Construction 2012 10,186,483 9,534,557 9,801,687 9,919,353 (267,130) -2.6%
2013 9,919,353 12,718,683 13,277,570 9,360,466 (558,887) -5.6%
2014 9,360,466 8,340,444 10,412,740 7,288,170 (2,072,296) -22.1%Projects detailed in 2013-2017 CIP
2015 7,288,170 7,590,260 12,122,112 2,756,318 (4,531,852) -62.2%Projects detailed in 2013-2017 CIP
Fund
56 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
NET POSITION—ENTERPRISE FUNDS
Net position refers to the difference between assets and liabilities for enterprise funds. Since enterprise funds report
more assets and liabilities than governmental funds, net position is a more accurate measure of net worth. Credit
rating agencies also consider fund net position when determining the City’s creditworthiness. Net position is displayed
in three classifications:
Net investment in capital assets – Capital assets less accumulated depreciation and debt, which cannot be spent
because the asset is not liquid.
Restricted – Amounts subject to externally imposed constraints established by creditors, grantors, contributors,
or law.
Unrestricted – Available to spend or allocate.
57 CITY OF EDINA, MINNESOTA
PROJECTED CHANGES IN FUND BALANCE—ALL FUNDS
NET POSITION—ENTERPRISE FUNDS
Year
Net Position
January 1
Revenues and
other financing
sources
Expenses and
other financing
uses
Net Position
December 31
$ Increase/
(Decrease)
% Increase/
(Decrease)Reason for Increase/(Decrease) > 10%
Utilities 2012 56,260,192$ 18,019,444$ 12,710,875$ 61,568,761$ 5,308,569$ 9.4%
2013 61,568,761 17,091,721 13,569,965 65,090,517 3,521,756 5.7%
2014 65,090,517 19,203,986 14,059,094 70,235,409 5,144,892 7.9%
2015 70,235,409 19,702,556 14,354,849 75,583,116 5,347,707 7.6%
Liquor 2012 2,780,277 13,230,941 13,060,844 2,950,374 170,097 6.1%
2013 2,950,374 13,727,421 13,418,579 3,259,216 308,842 10.5%Sales growth exceeding expectations
2014 3,259,216 14,058,841 14,063,954 3,254,103 (5,113) -0.2%
2015 3,254,103 14,367,118 14,356,624 3,264,597 10,494 0.3%
Aquatic Center 2012 2,570,645 1,001,946 866,944 2,705,647 135,002 5.3%
2013 2,705,647 895,133 881,234 2,719,546 13,899 0.5%
2014 2,719,546 966,500 891,349 2,794,697 75,151 2.8%
2015 2,794,697 1,023,000 938,625 2,879,072 84,375 3.0%
Golf Course 2012 2,335,824 5,949,218 3,293,192 4,991,850 2,656,026 113.7%Insurance proceeds from dome fire
2013 4,991,850 3,352,950 3,636,951 4,707,849 (284,001) -5.7%
2014 4,707,849 4,524,750 3,935,124 5,297,475 589,626 12.5%Transfers from other funds
2015 5,297,475 5,456,400 4,046,382 6,707,493 1,410,018 26.6%Transfers from other funds.
Arena 2012 2,021,664 2,553,184 2,182,200 2,392,648 370,984 18.4%Large donation to Hornet's Nest project
2013 2,392,648 2,354,400 2,166,520 2,580,528 187,880 7.9%
2014 2,580,528 2,306,164 2,385,165 2,501,527 (79,001) -3.1%
2015 2,501,527 2,377,519 2,423,956 2,455,090 (46,437) -1.9%
Art Center 2012 328,578 616,785 617,577 327,786 (792) -0.2%
2013 327,786 666,162 652,068 341,880 14,094 4.3%
2014 341,880 642,550 663,538 320,892 (20,988) -6.1%
2015 320,892 733,950 683,306 371,536 50,644 15.8%Transfers from other funds
Edinborough Park 2012 2,636,318 1,359,752 1,355,285 2,640,785 4,467 0.2%
2013 2,640,785 1,780,410 1,536,360 2,884,835 244,050 9.2%
2014 2,884,835 1,457,400 1,575,683 2,766,552 (118,283) -4.1%
2015 2,766,552 1,634,500 1,616,747 2,784,305 17,753 0.6%
Centennial Lakes 2012 1,493,375 831,713 869,277 1,455,811 (37,564) -2.5%
2013 1,455,811 738,000 964,859 1,228,952 (226,859) -15.6%Planned use of unrestricted investments
2014 1,228,952 823,500 992,638 1,059,814 (169,138) -13.8%Planned use of unrestricted investments
2015 1,059,814 843,000 1,014,860 887,954 (171,860) -16.2%Planned use of unrestricted investments
Fund
58 CITY OF EDINA, MINNESOTA
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For living, learning, raising families, and doing business.
City of Edina
DEPARTMENTS
60 CITY OF EDINA, MINNESOTA
A DMINISTRATION DEPARTMENT
Karen Kurt, Assistant City Manager
kkurt@EdinaMN.gov 952-826-0401
DEPARTMENT OVERVIEW
The Administration Department supports the City Manager and leads projects with city-wide impact including strategic
planning, performance management and measurement, oversight of boards and commissions, leadership development,
and neighborhood support. The Department is also responsible for growing a values-based organizational culture in
alignment with the Edina IQS (Integrity, Service and Quality). The Administration Department contains three divisions:
Economic Development (HRA), Elections and Record Management and Liquor Store Operations. The Department
serves as the liaison to the Human Rights & Relations Commission, Edina Historical Society, Edina Community
Foundation and other non-profit service agencies.
MAJOR SERVICE AREAS
Strategic Planning
Performance Management and Measurement
Boards and Commissions
Leadership Development
Values-based Organization Development
Liquor Store Operations
Neighborhood Engagement
Economic Development
Records Management
Licensing
Elections
DEPARTMENT ORGANIZATIONAL CHART
The Edina City Council adopted the City’s first Neighborhood Association Policy and Map in 2013.
61 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
2014-2015 DEPARTMENT GOALS
Update Edina’s long-term strategic plan (Vision 20/20) with the input of over 1,000 residents.
Continue next steps of the Edina IQS implementation: values-based hiring and customer service staff training.
Develop and implement an exit survey for participants on boards and commissions or other task forces.
Strengthen communication between neighborhood associations and residents. Establish regular meetings for
organized neighborhoods. Hold another organizing workshop. Improve city communication through Nextdoor and
City Extra.
2012-2013 DEPARTMENT ACCOMPLISHMENTS
Instituted City-wide, department and board and commission annual work plans.
Began participation in ICMA’s performance measurement program.
Redesigned the operational and capital improvement budgeting process, resulting in better prioritization and
additional focus on performance management and measurement.
Identified neighborhood boundaries and names and developed policy to foster the formation of neighborhoods.
Held neighborhood organizing workshop. Partnered with the social media site Nextdoor to support neighborhood
communication.
Conducted first survey of board and commission members. Developed a set of unified bylaws for boards and
commissions.
Facilitated the identification of organization values known as the “Edina IQS” (Integrity, Quality and Service).
Started quarterly Edina IQS leadership development workshops.
PERFORMANCE MEASURES 2011 2012 2013
Percentage of residents rating the quality of life in Edina as
“excellent” or “good”.
98% N/A 99%
Percentage of residents who feel that they could have a say
about how things are run in the community - if they desire
97% N/A 84%
Percentage of residents who, from their experience, rate the
job of city staff as “excellent” or “good”.
91% N/A 91%
Number of recognized neighborhoods N/A N/A 3
62 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Administration 1,342,774$ 1,190,475$ 1,590,833$ 1,590,833$ 898,305$ 931,345$
City Clerk 144,728 233,653 176,859 176,859 411,764 327,893
Risk Management 172,256 358,398 432,000 432,000 370,000 380,000
General fund subtotal 1,659,758 1,782,526 2,199,692 2,199,692 1,680,069 1,639,238
Other Funds
Risk Management 847,774 758,143 791,516 791,516 589,000 609,000
Economic Development (HRA)603,379 5,712,571 1,020,255 1,020,256 6,371,489 124,787
Construction 703,194 730,169 - 65,000 65,000 25,000
Liquor fund 11,727,106 11,740,404 12,078,479 12,139,472 12,263,854 12,506,524
Department Total Budget 15,541,211$ 20,723,813$ 16,089,942$ 16,215,936$ 20,969,412$ 14,904,549$
Administration Department Expenditures & Expenses
Administration
7%
City Clerk
2%
Risk
Management
6%
Economic
Development
(HRA)
14%
Construction
2%Liquor fund
69%
Expenditures and Expenses by Service Area
63 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Administration
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Personal services 902,064$ 778,383$ 1,136,943$ 1,136,943$ 537,613$ 565,832$
Contractual services 342,513 312,463 348,566 348,566 267,636 270,225
Commodities 4,383 7,352 4,500 4,500 5,000 5,000
Central services 93,814 92,277 100,824 100,824 88,056 90,288
Total 1,342,774$ 1,190,475$ 1,590,833$ 1,590,833$ 898,305$ 931,345$
Administration Expenditures
Personal services
67%
Contractual
services
25%
Commodities
0%Central
services
8%
Administration Expenditures by Type
64 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
City Clerk
DIVISION OVERVIEW
The City Clerk Division is responsible for conducting all national, state, county and City elections held in the City of
Edina in even-numbered years. In addition, the City conducts all Edina School District 273 elections in odd-numbered
years. Costs for conducting school elections are billed to the school district. The City is divided into 20 voting
precincts that must be equipped for conducting each election. The Clerk must recruit and train approximately 300
election judges in each election year.
The Division coordinates the issuance of business licenses within the City of Edina, including amusement devices, body
art, food establishments, liquor sales, massage, multi-family housing garages, pools, parking ramps, refuse haulers,
tobacco and vending sales. The Division also issues permits for the following activities within the City: block parties,
charitable gambling registrations, fireworks sales, loudspeakers and special events.
The Division maintains the City’s Code of Ordinances and supports the management of the City’s records according
to Minnesota Statutes, ensuring residents access to public information in a timely fashion.
Implemented electronic packets for the City Council and some board and commission meetings.
65 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—CITY CLERK
2014-2015 DIVISION GOALS
Refine and revamp City Election Judge training.
Implement electronic packets for boards and commissions.
Continue the implementation of the electronic records management system.
Investigate business licensing software in conjunction with Health Division.
2012-2013 DIVISION ACCOMPLISHMENTS
Assisted 31,841 citizens cast ballots during the 2012 General Election, which was 88.5 percent of registered voter
participation in the election.
Processed 5,869 absentee ballots and registered 3,655 Election Day registrations during the 2012 General Election.
Introduced new election equipment into service during the 2013 School Board General Election.
Completed needs assessment for electronic records management system, issued RFP and selected a software
partner.
PERFORMANCE MEASURES 2011 2012 2013
Number of people voting in elections 7957 31841 3480
Percentage of Registered Voters voting in elections 29.4% 88.5% 12.9%
Number of business licenses issued 633 640 647
Number of permits issued 183 227 232
66 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—CITY CLERK
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Personal services 102,605$ 204,352$ 112,052$ 112,052$ 318,634$ 240,082$
Contractual services 16,679 11,934 37,575 37,575 66,650 59,875
Commodities 10,984 5,684 14,500 14,500 11,000 12,000
Central services 14,460 11,683 12,732 12,732 15,480 15,936
Total 144,728$ 233,653$ 176,859$ 176,859$ 411,764$ 327,893$
City Clerk Expenditures
Personal services
76%
Contractual
services
17%
Commodities
3%
Central services
4%
City Clerk Budgeted Expenditures by Type
67 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Liquor Operations
DIVISION OVERVIEW
The City operates three Edina Liquor stores. The 50th & France store is located at 3943 W. 50th St. The Grandview
store is located at 5013 Vernon Ave. The Southdale store is located at 6755 York Ave S. Stores are strategically
located near supermarkets.
The City of Edina is in the municipal liquor business for two reasons: to control the sale of alcohol in our community
and to generate revenue for the City of Edina. Combined, the three Edina Liquor locations generate over $1 million a
year in operating income. This money is used to subsidize many of the City’s public amenities by transferring cash to
other City funds, including the Construction, Golf Course, Arena, and Art Center funds.
Edina Liquor continues to be one of the top-performing municipal operations in Minnesota. Edina Liquor consistently
ranks in the top three Minnesota municipal operations in sales and net profit. The Southdale store is the largest
grossing store for a municipal operation in Minnesota. Edina Liquor leads all municipal liquor operations in gross wine
sales, and is one of the top sellers of Scotch Whisky and Irish Whiskey.
DIVISION ORGANIZATIONAL CHART
68 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—LIQUOR OPERATIONS
2014-2015 DIVISION GOALS
Continue implementation of consistent merchandising and branding strategy at all store locations.
Develop customized employee training to improve product knowledge on the sales floor.
Update Point of Sale System (POS) to improve security and data analysis capabilities.
Complete minor remodeling at the Grandview store.
2012-2013 DIVISION ACCOMPLISHMENTS
Completed interior remodeling of Southdale store. Project completed $40,000 under budget. Made up $318,000
sales deficit due to the six-week remodeling closure and finished 2012 with a $57,000 increase in profits.
Continued to run most successful Wine of the Month Promotion in metro area averaging close to 400 cases sold
each month.
Began work with a consulting team in to strengthen Edina’s position in the marketplace. Work included an
in-depth survey of 1,500 customers in April 2013, new customer service guidelines and training, and new in-store
branding.
Completed market analysis for possible fourth location in March 2013.
PERFORMANCE MEASURES 2011 2012 2013
Operating revenue as a % of operating expenses 112% 113% 112%
Number of customers 512,936 500,377* 510,138
Gross sales $13,172,484 $13,230,941 $13,600,099
Cash transferred out to support other City funds $1,255,100 $1,320,100 $1,340,100
* York Store was closed for six weeks for remodeling
69 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—LIQUOR OPERATIONS
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budgeted Budgeted Budgeted
Operating revenues
Retail sales 13,172,484$ 13,230,941$ 13,727,421$ 13,600,099$ 14,058,841$ 14,367,118$
Total revenues 13,172,484 13,230,941 13,727,421 13,600,099 14,058,841 14,367,118
Operating expenses
Cost of sales and services 9,648,160 9,615,928 9,836,831 9,836,831 10,013,099 10,198,628
Personal services 1,265,572 1,343,780 1,407,064 1,407,064 1,378,442 1,419,298
Contractual services 490,303 443,705 479,660 494,108 513,592 522,928
Commodities 61,182 61,760 62,145 65,525 61,725 63,150
Central services 194,491 205,216 215,484 215,484 220,896 227,520
Depreciation 67,398 70,015 77,295 120,460 76,100 75,000
Total expenses 11,727,106 11,740,404 12,078,479 12,139,472 12,263,854 12,506,524
Operating income 1,445,378 1,490,537 1,648,942 1,460,627 1,794,987 1,860,594
Liquor Fund Revenues and Expenses
Cost of sales and
services
82%
Personal services
11%
Contractual services
4%
Commodities
0%
Central services
2%
Depreciation
1%
Liquor Fund Expenses by Type
70 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Economic Development / Housing and Redevelopment
Authority (HRA)
DIVISION OVERVIEW
The City supports the recruitment and retention of businesses by creating an environment where businesses can
prosper. Ongoing efforts include identifying opportunities for redevelopment and potential funding sources, partnering
with local business associations and other community groups, coordinating marketing campaigns and oversight of
Edina’s Housing and Redevelopment Authority (HRA). Established in 1974 for the purpose of undertaking urban
redevelopment projects and assisting with the development of affordable housing, the HRA has been the driving force
behind the 50th and France commercial area renewal, as well as the Edinborough and Centennial Lakes mixed use
development projects.
The Edina HRA is an entity legally separate from the City with separate taxing authority. However, for financial
reporting purposes, the HRA is reported as if it were part of the City’s operations because the members of the City
Council serve as HRA board members and its activity is confined to the City of Edina. The special revenue HRA Fund
is used to account for revenues from several sources (tax increment, bond proceeds, investment earnings, etc.) that
are designated for housing and redevelopment activities. Due to the involvement of tax increment financing (TIF)
dollars, there are legal restrictions on how the money in this fund may be spent.
The HRA Fund had a fund balance of $12,196,146 as of Dec. 31, 2012. Major expenses include a TIF loan for Southdale
Center, tax-sharing for Centennial Lakes, land acquisition, planning studies and public improvements. At this time,
there is one active Redevelopment District (Southeast Edina) and two active TIF Districts. The Centennial Lakes TIF
District will decertify in 2016 while the Southdale 2 TIF District will decertify in 2022. There are also two Special
Assessment Districts: Grandview and 50th/France that have been established to maintain and operate public parking
ramps and to make other improvements to the public areas enjoyed by local property owners and businesses. The
salary of the Economic Development Manager and associated expenses associated are paid through the HRA.
71 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
2014-2015 DIVISION GOALS
Establish new Grandview TIF district; relocate School District 273 Bus Garage to a more suitable location to
facilitate Grandview redevelopment, complete plan to redevelop former Public Works site.
Establish new Pentagon Park TIF District; reach agreement for the redevelopment of this mixed/industrial area.
Complete improvements to the public parking ramps in the 50th & France commercial district.
Complete public improvements to France Avenue, Hazelton Road and the Promenade.
Develop strategic plan for business attraction, development and retention.
2012-2013 DIVISION ACCOMPLISHMENTS
Completed TIF loan to facilitate the extensive remodel of Southdale Center and stimulate further investment and
financed planning and design of public improvements to France Avenue, Hazelton Road and Promenade.
Redefined Southeast Edina Redevelopment District to broaden area where TIF funds can potentially be invested
and created Southdale 2 TIF District.
Hired first Economic Development Manager for the City.
Revised the strategy to improve public parking facilities and the overall customer experience at 50th & France,
including acquisition of property to expand parking options.
Began to implement the Grandview Development Framework, including preliminary steps to redevelop the former
Public Works site.
PERFORMANCE MEASURES 2011 2012 2013
Full time equivalent jobs within Edina* 47,518 49,644 49,890
Business Establishments within Edina * 2,820 2,837 2,841
Vacancy Rates in SW metro, including Edina**
Retail
Office
Industrial
4.4%
16.6%
11.6%
4.5%
15.0%
10.4%
4.1%
15%
10.6%
Non-Residential Tax Base within Edina*** $1.79 B $1.77 B $1.83 B
State & Regional grants procured for development ($ awarded) -- $568,000 $535,100
* Q1 per Bureau of Labor Statistics/ MN-DEED
** Source: Colliers Q3 Market Reports
*** Source: Edina Assessing Department; estimated market value of commercial, industrial and apartment properties, in billions
72 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT—ECONOMIC DEVELOPMENT/HRA
Personal services
4%
Contractual
services
56%
Commodities
0%
Capital outlay
40%
HRA Fund Expenditures by Type
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budgeted Budgeted Budgeted
HRA Fund
Personal services 20,230$ 37,668$ 109,255$ 109,256$ 115,219$ 118,467$
Contractual services 583,149 5,671,929 711,000 711,000 656,070 6,120
Commodities - 2,974 - - 200 200
Capital outlay - - 200,000 200,000 5,600,000 -
Total 603,379$ 5,712,571$ 1,020,255$ 1,020,256$ 6,371,489$ 124,787$
Economic Development Expenditures
73 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT
Risk Management
DIVISION OVERVIEW
Like most organizations, the City takes steps to prevent unexpected or undesired outcomes, to mitigate the impact of
unforeseen, and potentially costly, events and to provide some flexibility for unexpected opportunities. These actions
enable the organization to respond effectively and quickly to changes in the operating environment. The City has three
main tools to help manage and mitigate risk: insurance, legal services and a contingencies budget.
Insurance
The City purchases workers’ compensation and general property/casualty insurance to protect the City against large
out of pocket losses due to unforeseen events or costly litigation.
Legal Services
The City contracts for the professional services the City Attorney on an annual basis. The City Attorney provides legal
counsel and prepares the necessary ordinances and resolutions required to implement the policy direction of the City
Council. The City Attorney helps mitigate the City’s risk and liability.
Contingencies Budget
The contingencies budget provides for unbudgeted and unforeseen expenditures which may be authorized during the
year. It also reduces the impact of unforeseen losses of revenue which may occur.
74 CITY OF EDINA, MINNESOTA
ADMINISTRATION DEPARTMENT— RISK MANAGEMENT
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Contractual services 166,160$ 330,467$ 430,000$ 430,000$ 370,000$ 380,000$
Commodities 6,096 27,931 2,000 2,000 - -
General fund subtotal 172,256 358,398 432,000 432,000 370,000 380,000
Central Services (No Fund)
Personal services 110,266$ 97,016$ 52,020$ 52,020$ 54,000$ 54,000$
Contractual services 694,422 610,664 680,500 680,500 485,000 505,000
Commodities 43,086 50,463 58,996 58,996 50,000 50,000
Other fund subtotal 847,774 758,143 791,516 791,516 589,000 609,000
Total 1,020,030$ 1,116,541$ 1,223,516$ 1,223,516$ 959,000$ 989,000$
Risk Management Expenditures
Personal services
7%
Contractual
services
88%
Commodities
5%
Risk Management Expenditures by Type
75 CITY OF EDINA, MINNESOTA
C OMMUNICATIONS & TECHNOLOGY
SERVICES DEPARTMENT
Jennifer Bennerotte, Director
jbennerrotte@EdinaMN.gov 952-833-9520
DEPARTMENT OVERVIEW
While communications has always been an integral part of local government, the City of Edina’s Communications
Department was formally established in 2006. As technology was integrated into City operations, so grew the City’s
Information Technology staff. The I.T. Department was formally established in 2010. In 2012, the two departments
were merged to become the Communications & Technology Services Department. It's the job of the Communications
& Technology Services Department to help other City departments and facilities identify what information and
messages need to be conveyed to Edina's diverse audiences and make sure that this is done in the most effective
manner possible.
The Department includes 11 full-time employees, six part-time employees and two interns.
MAJOR SERVICE AREAS
Administration of public and education access channels
for Southwest Suburban Cable Commission
Building Security Systems and Access
End-User Support and Training
Network Management
Marketing
Media and Public Relations
Publication of the City’s Newsletters and Magazine
Telecommunications
Video Production and Administration of Edina
Channel 16
Website and Social Media Sites
DEPARTMENT ORGANIZATIONAL CHART
76 CITY OF EDINA, MINNESOTA
2014-2015 DEPARTMENT GOALS
Prioritize needs for mobile apps and implement at least one mobile reporting app.
Continue to develop website and its related applications to meet the needs of the public.
Increase network efficiency through server and storage consolidation.
Explore network server and storage virtualization.
2012-2013 DEPARTMENT ACCOMPLISHMENTS
Implemented Wi-Fi networks.
Implemented internet-focused video production and created new business-related program, “Enterprise Edina.”
Redesigned the City’s website.
PERFORMANCE MEASURES 2011 2012 2013
Internal customer service survey – Percentage of employees who rate tech-
nology services as “Excellent” or “Good
N/A 71.6% N/A
Completion of help desk/internal service requests 3,301
Quality of Life Survey – Percentage of residents who regularly read About
Town
90% N/A 93%
Quality of Life Survey – Percentage of residents who find About Town to be
an effective communications tool for keeping them informed of City activities
(very effective or somewhat effective)
85% N/A 90%
Quality of Life Survey – Percentage of residents who find the City’s website
“Excellent” or “Good”
94% N/A 98%
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
The Communications and Technology Services Department received two Regional Emmy nominations in 2013 and
five national awards from the City-County Communications & Marketing Association.
CTS Director Jennifer Bennerotte was named Edina Chamber of Commerce’s 2012 Businessperson of the Year.
77 CITY OF EDINA, MINNESOTA
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Communications 775,532$ 810,215$ 916,408$ 855,474$ 998,357$ 1,040,674$
General fund subtotal 775,532 810,215 916,408 855,474 998,357 1,040,674
Other Funds
Technology central services 669,878 786,575 923,789 882,292 1,000,996 1,021,771
Construction 3,023 231,503 245,500 261,000 211,900 1,288,900
Department Total Budget 1,448,433$ 1,828,293$ 2,085,697$ 1,998,766$ 2,211,253$ 3,351,345$
Communications and Technology Services Department Expenditures
Communications
53%
Technology
central services
47%
Expenditures by Division
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
78 CITY OF EDINA, MINNESOTA
DIVISION OVERVIEW
The Communications division works to find opportunities to promote what makes Edina the great community that it is
and the successes of City government. Among other things, the Communications division is responsible for media and
public relations; publication of the City's newsletters and magazines, including About Town; maintaining the website and
social media sites; and administering the government access channel, Edina Channel 16.
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Communications Division
Check out the redesigned www.EdinaMN.gov and new civic engagement website, www.SpeakUpEdina.org.
In 2013, the CTS Department hired a Community Television Administrator and began administration of public and
education access channels for the Southwest Suburban Community Cable Commission.
DIVISION ORGANIZATIONAL CHART
79 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—COMMUNICATIONS DIVISION
2014-2015 DIVISION GOALS
Host and promote monthly “Speak Up, Edina” topic.
Use “telephone town hall” meeting or live social media chat at least once per year.
Develop plan to promote and grow “City Extra.”
Further develop extranet for use by City employees.
2012-2013 DIVISION ACCOMPLISHMENTS
Completed a communications audit of street reconstruction project communication.
Implemented internet-focused video production and created a new business-related program, “Enterprise Edina.”
Redesigned and launched City website and as well as a companion civic engagement website.
Began video production for the City of Eden Prairie in 2012, bringing in a new regular stream of revenue.
Began administration of public and education access channels for Southwest Suburban Community Cable
Commission and branded the public access channel as “SW15.”
*as of 11/19/2013. YouTube viewership of Channel 16 programming has increased from 34,351 minutes in 2012 to
96,510 minutes so far for 2013.
PERFORMANCE MEASURES 2011 2012 2013
Increases in social media fans/followers 8,928 11,139 16,828
Online viewership increases for Edina Channel 16 programming 33,263 49,499 44,668*
Increases in City Extra email subscriptions
Email subscriptions to Lists
4,429
17,744
5,166
19,344
80 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—COMMUNICATIONS DIVISION
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 356,009$ 493,736$ 532,496$ 512,472$ 602,866$ 620,803$
Contractual services 308,795 240,932 275,110 236,950 281,235 303,935
Commodities 29,544 22,938 51,250 48,500 46,000 46,000
Central services 56,079 52,609 57,552 57,552 68,256 69,936
Capital outlay 25,105 - - - - -
Construction Fund
Equipment replacement - 37,437 128,500 186,000 129,000 46,000
Capital outlay - - - - - 935,000
Total 775,532$ 847,652$ 1,044,908$ 1,041,474$ 1,127,357$ 2,021,674$
Communications Expenditures
Personal
services
45%
Contractual
services
24%
Commodities
4%
Central services
5%
Capital outlay
14%
Equipment
replacement
8%
Communications
Expenditures by Type
81 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT
Information Technology Division
DIVISION OVERVIEW
Besides the Director, the Information Technology division includes an I.T. Manager, I.T. Coordinator and three I.T.
Specialists.
The I.T. division’s primary goal is to enable access to City information and services conveniently, securely and
efficiently. The I.T. division provides the central services required by City departments, offices and facilities, including
data center operations, network and telecommunications services, end-user support for personal computers, strategic
technology investigation, project oversight, and administration of the City’s hardware, software, and infrastructure
contracts and agreements. They work to provide the vision, leadership and skills that will enable the City to benefit
from technological innovation and improve service to the community.
The I.T. division provides support to 460 domain users and 371 email users. At the beginning of 2013, the City’s
computer inventory totaled more than 350 computers and 25 servers.
The I.T. Division completed fiber optic network extensions to Arneson Acres Park, Braemar Golf Dome, Edina Aquatic
Center and Edina Liquor – 50th & France
DIVISION ORGANIZATIONAL CHART
82 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—INFORMATION TECHNOLOGY
2014-2015 DIVISION GOALS
Continue to expand fiber optic network.
Evaluate and update technology in City conference rooms.
Enhance internal service level through increased cross-training, documentation and training.
Improve I.T. offerings for employees connecting to the network from mobile devices.
Achieve PCI compliance at our various enterprises.
2012-2013 DIVISION ACCOMPLISHMENTS
Consolidated the City’s multifunction devices and related contracts.
Consolidated the City’s printer maintenance and supply contracts.
Provided support for tablets and mobile devices and implemented mobile device management solution
PERFORMANCE MEASURES 2011 2012 2013*
I.T. Client Survey—Percentage of employees who said the service provided
and the results “exceeded expectations” or more
N/A N/A 75%
I.T. Client Survey – Percentage of employees who said service provider
“exceeded expectations” or more in professionalism, receptiveness and help-
fulness
N/A N/A 75.4%
Increases in smart mobile devices managed by the City of Edina 24 30 54
** As of 11/27/2013
83 CITY OF EDINA, MINNESOTA
COMMUNICATIONS & TECHNOLOGY SERVICES DEPARTMENT—INFORMATION TECHNOLOGY
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
Central Services (No Fund)
Personal services 430,217$ 451,647$ 462,973$ 462,973$ 492,430$ 507,455$
Contractual services 177,473 265,549 353,750 312,253 406,000 411,750
Commodities 62,188 69,379 107,066 107,066 102,566 102,566
Construction Fund
Equipment replacement - 24,991 117,000 - 7,900 7,900
Capital outlay - 169,075 - 75,000 75,000 300,000
Total 669,878$ 980,641$ 1,040,789$ 957,292$ 1,083,896$ 1,329,671$
Information Technology Expenditures
Personal services
46%
Contractual
services
32%
Commodities
9%
Equipment
replacement
3%Capital outlay
10%
Information Technology
Expenditures by Type
84 CITY OF EDINA, MINNESOTA
H UMAN RESOURCES DEPARTMENT
Lisa Schaefer, Director
lschaefer@EdinaMN.gov 952-826-0416
DEPARTMENT OVERVIEW
The Human Resources Department is dedicated to working with other City departments to ensure that employment
practices are aligned to meet the goals of the City.
This includes:
Developing recruitment and selection systems to hire top talent.
Designing, implementing and negotiating cost-effective compensation and benefits plans that reward and retain the
right talent.
Providing leadership consulting and training.
Developing employee performance management, training and development systems that align with city goals.
Developing employment policies based on best management practices and compliance with employment laws.
Providing effective employee and labor relations to balance the needs of all stakeholders.
MAJOR SERVICE AREAS
Recruitment and Selection
Compensation and Benefits
Employee and Labor Relations
Employment Policies
Performance Management
Risk Management, Safety and Worker’s Comp
Training & Development
Wellness
Payroll
DEPARTMENT ORGANIZATIONAL CHART
85 CITY OF EDINA, MINNESOTA
2014-2015 DEPARTMENT GOALS
Complete revision of employment policies.
Evaluate worker’s compensation and general liability insurance and broker services.
Audit and streamline payroll and benefits administration processes.
Develop employee information for extranet.
Incorporate Edina IQS into the recruitment and selection process.
2012-2013 DEPARTMENT ACCOMPLISHMENTS
Centralized recruitment and selection processes.
Implemented an online job application system for applicants and hiring managers.
Developed and implemented a new job evaluation and compensation structure for non-union employees
Restructured employee benefits to best utilize resources to recruit and retain employees.
Led the City’s planning efforts to comply with the Patient Protection and Affordable Care Act in employee bene-
fits.
HUMAN RESOURCES DEPARTMENT
PERFORMANCE MEASURES 2011 2012 2013
Number of worker's compensation claims resulting in lost time or medical
treatment
30 16 15
Number of external recruitments processes conducted for full-time, part-
time, and seasonal positions.
N/A 59 86
Internal Survey: percentage of respondents that rated the quality of Human
Resources Services as “excellent” or “good”
N/A 65% N/A
Number of full-time, regular employees who left employment with the City of
Edina.
22 16 16
Budget 2014-2015 shows the first stand alone Human Resources Department Budget. Previously, the Department
had been included under the Administration Budget.
86 CITY OF EDINA, MINNESOTA
HUMAN RESOURCES DEPARTMENT
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services -$ 159,626$ -$ -$ 423,052$ 435,243$
Severance payments 330,850 264,751 200,000 200,000 200,000 200,000
Contractual services 11,738 21,516 19,150 19,150 32,975 38,250
Commodities - - - - 2,500 2,500
Central services - - - - 18,960 19,644
General fund subtotal 342,588 445,893 219,150 219,150 677,487 695,637
Other Funds
Employee shared services - - - - 230,700 252,700
Construction fund - - 50,000 50,000 150,000 -
Department Total Budget 342,588$ 445,893$ 269,150$ 269,150$ 1,058,187$ 948,337$
Human Resources Department Expenditures
Personal services
43%
Severance
payments
20%
Contractual
services
28%
Commodities
0%
Central services
2%Construction
fund
7%
Expenditures by Type
87 CITY OF EDINA, MINNESOTA
F INANCE
John Wallin, Director
jwallin@EdinaMN.gov 952-826-0410
DEPARTMENT OVERVIEW
Finance provides accounting and control services for all financial activities of the City, the Housing and Redevelopment
Authority (HRA), the South Metro Public Safety Training Facility, and other auxiliary organizations. The department is
also responsible for revenue collections, disbursements and investments, preparation of the annual budget and financial
statements of the City. Periodically, the department will also perform custom financial analysis for various proposals.
The Finance Department is responsible for generating about 55,000 utility bills, 15,000 vendor payments, and 15,000
employee paychecks annually. The department is also responsible for managing the City’s debt and investments as well
as preparing the City budget, annual financial report (CAFR), and capital improvement plan (CIP).
MAJOR SERVICE AREAS
Accounting
Accounts payable
Budget & CIP compilation
Finance administration
Financial reporting
Revenue collections
Tax compliance
Treasury & debt administration
Utility billing
DEPARTMENT ORGANIZATIONAL CHART
The Finance Department received the Certificate of Achievement for Excellence in Financial Reporting for
our CAFR from the Government Finance Officers Association of the US & Canada (GFOA) for our 2011 report. This was
the sixth consecutive year the department received the award.
88 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
2012-2013 DEPARTMENT ACCOMPLISHMENTS
Received an unqualified (clean) opinion from the independent auditors for the 2012 Comprehensive Annual
Financial Report (CAFR).
Worked with the Administration Department to coordinate significant organizational changes into the Capital
Improvement Plan (CIP) and Budget processes. The changes were aimed at aligning organizational strategies with
department and individual activities and outcomes, introducing performance measurement, and increasing
transparency in the processes.
Added about 200 employees to the City’s electronic timecard system.
Increased Insight usage to approximately 50 users and implemented the Insight Budget Module for better
communication and fewer mistakes in the budgeting process.
2014-2015 DEPARTMENT GOALS
Implement eUtility Billing system in early 2014 so residents can view and pay their utility bills online. Migrate 20%
of our customers to this system within two years of going live.
Convert water meter readings from 100 cubic foot units to gallons to increase transparency and customer
understanding of water bills.
Implement an electronic vendor payment system for accounts payable.
Investigate options for electronic accounts payable records. Begin implementation if feasible given budgetary and
staffing restrictions.
Effectively manage the City’s compliance with sales tax changes, especially new exemptions for local governments
effective Jan 1, 2014, so that the City does not underpay or overpay our sales tax liabilities.
PERFORMANCE MEASURES 2011
2012
2013
Receive unqualified audit report Yes Yes Pending
Receive the Certificate of Achievement for Excellence in Financial Re-
porting for our CAFR from the Government Finance Officers Associa-
tion of the US & Canada (GFOA)
Yes Pending Pending
Standard & Poor’s debt credit rating AAA AAA AAA
Moody’s debt credit rating Aaa Aaa Aaa
89 CITY OF EDINA, MINNESOTA
FINANCE DEPARTMENT
ADVANCEMENTS IN SERVICES
The Finance Department is seeing a rapid change in service areas due to changing technology. These new services are
in addition to current business operations.
The City expects to process around 5,000 electronic timecards in 2014, which represents about one-third of the total.
This is an increase from almost none in 2012.
Residents have the option to pay their utility bills a variety of ways. The City accepts credit cards through an automatic
payment plan, by phone, or in-person at City Hall. Electronic ACH payments are also accepted through an automatic
payment plan or through a couple of different bank billpay companies. Despite rapid growth in electronic receipts, the
most popular payment method for our customers remains cash and checks, at over 50%. The rapid growth in elec-
tronic receipts is expected to continue with the implementation of a new online bill view and payment service, ex-
pected to go live in early 2014.
-
2,000
4,000
6,000
8,000
10,000
12,000
14,000
16,000
2010 2011 2012 2013 2014
Projected
2015
Projected
Employee timecards by format
Paper timecards Electronic timecards
0%
20%
40%
60%
80%
100%
2010 2011 2012 2013 2014
Projected
2015
Projected
Utility Receipts by Payment Option
Credit card (autopay, by phone or at City Hall)
ACH (autopay or bank billpay)
Cash or Check (mail or at City Hall)
90 CITY OF EDINA, MINNESOTA
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 488,556$ 511,618$ 539,259$ 539,319$ 613,105$ 630,730$
Contractual services 150,851 142,812 140,600 146,850 212,000 212,700
Commodities 4,423 4,554 4,500 3,500 4,000 4,500
Central services 54,433 58,361 63,660 63,660 55,404 56,988
General fund subtotal 698,263 717,345 748,019 753,329 884,509 904,918
Other Funds
Utility - - 158,082 - 278,110 286,381
Construction 445 - - 5,000 25,000 25,000
Department Total Budget 698,708$ 717,345$ 906,101$ 758,329$ 1,187,619$ 1,216,299$
Finance Department Expenditures & Expenses
Admin &
treasury
22%
Budget,
accounting &
reporting
30%Payroll
12%
Accounts
payable
9%
Revenue
collections &
tax
compliance
11%
Utility billing
16%
Estimated Expenditures by Service
Area
FINANCE DEPARTMENT
91 CITY OF EDINA, MINNESOTA
P UBLIC WORKS DEPARTMENT
Brian Olson, Director
bolson@EdinaMN.gov 952-826-0311
DEPARTMENT OVERVIEW
Edina's infrastructure -- its parks, streets and curbs, storm and sanitary sewers, bridges, walking paths and sidewalks,
water mains, hydrants, pumping stations and wells (all the behind-the-scenes equipment and structures that form the
physical backbone of the City) -- are in the care of the employees of Edina's Public Works Department.
The Public Works Department is comprised of the Streets (Bituminous and Concrete), Park Maintenance, Utilities,
Electrical HVAC, Facilities and Equipment Operations divisions. Employees of each of these divisions efficiently and
responsibly care for 230 miles of roadway, 18 deep water wells, four water treatment plants, four water towers with a
three million-gallon total capacity, four million gallons of water in underground reservoir, 23 sanitary sewer lift sta-
tions, 11 storm sewer lift stations, 80 miles of storm sewer mains, 180 miles of sanitary sewer mains, 200 miles of wa-
ter mains, 25 miles of sidewalk and eight miles of walking paths, 4 municipal parking ramps, $8 million in rolling stock
(vehicles and equipment), including automobiles, mowers, trucks of every description, snowplows, street sweepers, fire
trucks, ambulances, and police cars.
MAJOR SERVICE AREAS
Asphalt Street Maintenance
Concrete Street Maintenance
Utility Operations
Facility Maintenance Parks Maintenance
Electrical/HVAC
Equipment Operations
DEPARTMENT ORGANIZATIONAL CHART
92 CITY OF EDINA, MINNESOTA
2014-2015 DEPARTMENTAL GOALS
Implement an on-call policy to improve service response to emergencies.
Complete the floor and fire sprinkler system at the cold storage facility.
Complete software integration and implementation of upgraded Cityworks work order system.
Coordinate the evaluation of the feasibility of establishing a “no fault” City sponsored insurance plan for victims of
sewer backups.
2012-2013 DEPARTMENTAL ACCOMPLISHMENTS
Separated Public Works operations from Engineering department (operations were formerly combined).
Integrated Parks Maintenance and Facilities Maintenance divisions into Public Works operations.
Completed modifications of Public Works Facility office space to accommodate organizational changes.
Implemented Fleet Maintenance software upgrade.
PUBLIC WORKS DEPARTMENT
PERFORMANCE MEASURES 2011
2012
2013
Percentage of residents rating the quality of the City’s sanitary sewer
services as “excellent” or “good” in the Quality of Life Survey. 97%
N/A 97%
97% N/A 97%
FUTURE MEASURE: Total number of invoices processed N/A N/A N/A
FUTURE MEASURE: Total number of work orders written N/A N/A N/A
93 CITY OF EDINA, MINNESOTA
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Administration 428,687$ 624,348$ 649,308$ 640,958$ 797,307$ 817,824$
Streets 4,104,115 4,167,855 4,555,476 4,555,676 4,626,719 4,727,255
Park maintenance 2,416,821 2,605,115 2,720,726 2,695,186 2,842,194 2,914,531
General fund subtotal 6,949,623 7,397,318 7,925,510 7,891,820 8,266,220 8,459,610
Other Funds
Property management 783,562 853,839 833,723 804,432 983,417 997,964
Equipment operations 1,671,745 1,650,599 1,798,858 1,712,664 1,800,040 1,824,432
Construction 802,183 631,756 875,169 944,254 1,226,395 1,029,262
Utility operations 11,609,395 12,081,680 12,893,232 13,239,671 13,075,282 13,350,060
Department Total Budget 21,816,508$ 22,615,192$ 24,326,492$ 24,592,841$ 25,351,354$ 25,661,328$
Public Works Department Expenditures & Expenses
Administration
3%
Streets
18%
Park maintenance
11%
Property
management
4%Equipment
operations
7%Construction
5%
Utility operations
52%
Budgeted Expenditures and Expenses by Division
and/or Service Area
PUBLIC WORKS DEPARTMENT
94 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Parks Maintenance Division
DIVISION OVERVIEW
The City of Edina prides itself in providing premier public facilities. The Park Maintenance division operates nearly 40
parks and recreational facilities, including Arneson Acres, Todd, Pamela, Arden, and Highlands Parks and over a dozen
warming houses. The activities of the division support more than a dozen athletic associations that serve thousands of
athletic participants.
There are currently 16 staff in the Public Works Parks Maintenance Division.
DIVISION ORGANIZATIONAL CHART
Parks Maintenance is new to the Public Works Department. Formerly housed under the Parks and Recreation
Department, it was moved in 2012 to better utilize the Public Works team to save money and deliver quality service.
95 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT— PARKS MAINTENANCE DIVISION
2014-2015 DIVISION GOALS
Remodel the Utley Park bathrooms to conform to ADA requirements.
Host the Edina Classic baseball tournament.
Complete capital improvement plan equipment replacement as scheduled.
2012-2013 DIVISION ACCOMPLISHMENTS
Successful integration and operation of the Community Garden site at Yorktown Park.
Resurfaced the Garden Park tennis courts and Heights Park basketball court.
Rehabilitated the Cahill School and Grange parking lot.
Completed in-house construction of dugouts roofs at Pamela Park.
Completed in-house construction of dugouts at Countryside Park.
Installed yard hydrant at Todd Park to improve efficiency for temporary hockey rink flooding.
PERFORMANCE MEASURES 2011
2012
2013
Percentage of residents rating the quality of parks maintenance service
as “excellent” or “good” in the Quality of Life Survey.
92% N/A 99%
Percentage of residents rating the condition of trails and sidewalks as
“excellent” or “good” in the Quality of Life Survey.
93% N/A 95%
96 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT— PARKS MAINTENANCE DIVISION
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budgeted Budgeted Budgeted
General Fund
Personal services 1,560,481$ 1,670,812$ 1,659,266$ 1,659,266$ 1,792,056$ 1,844,549$
Contractual services 370,231 424,658 504,650 514,171 446,198 458,450
Commodities 163,001 200,744 246,874 211,813 240,400 241,200
Central Services 323,108 308,901 309,936 309,936 363,540 370,332
Construction Fund
Equipment replacement 285,167 36,015 20,000 20,000 282,500 60,420
Total 2,701,988$ 2,641,130$ 2,740,726$ 2,715,186$ 3,124,694$ 2,974,951$
Park Maintenance Expenditures
Personal
services
59%Contractual
services
15%
Commodities
8%
Central Services
12%
Equipment
replacement
6%
Budgeted Expenditures by Type
97 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Electrical / HVAC Division
DIVISION OVERVIEW
The Electrical/HVAC Division is responsible for the maintenance and repair of more than 400 street lights, City-owned
traffic signals, and lighting fixtures for the more than 80 City facilities and the Electrical/HVAC needs at each of those
facilities. They also manage and act as the first contact for each of the 2,500 Xcel Energy-owned street lights, 26
Hennepin County signals and 10 traffic signals owned by the State of Minnesota.
The Public Works Electrical/HVAC Division maintains and repairs Electrical/HVAC needs for:
12 neighborhood street lighting systems and more than 400 City-owned street lights.
Hockey rink lighting and athletic field lighting, warming house lighting/electrical maintenance and heating and air
conditioning at 25 park facilities.
Interior and exterior lighting, electrical maintenance, heating and A/C and a GEO thermal system at 63 City build-
ings, including Edina City Hall, Public Works & Park Maintenance Facility, two Fire Stations and three Edina Liquor
stores.
13 City-owned traffic signals.
Lighting and electrical needs in the four public parking ramps.
In addition, the division locates all electrical underground wires, such as service wires and those for street light and
traffic signals.
DIVISION ORGANIZATIONAL CHART
98 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—ELECTRICAL/HVAC DIVISION
2014-2015 DIVISION GOALS
Development and implementation of program to retrofit industrial area lighting replacement
Continue to respond to “light out” concerns in efficient and timely manner
Systematically replace the LED bulbs in our traffic signal systems
2012-2013 DIVISION ACCOMPLISHMENTS
Installed a charging station for the new electric car in the Public Works and Parks Maintenance Facility.
Completed in-house electrical and HVAC modification of the Public Works and Parks Maintenance Facility to ac-
commodate remodel.
Implemented new FHWA regulations on crosswalk signal timing for City-maintained traffic signals.
Responded to and corrected lightning strike damage at Courtney Fields.
Replaced lighting fixtures in South Ramp stairwell at 50th & France.
PERFORMANCE MEASURES 2011
2012
2013
Percentage of residents rating the quality of street lighting as
“excellent” or “good” in the Quality of Life Survey.
95% N/A 93%
Performance savings realized by building interior lighting improvements N/A N/A $33,748
Performance savings realized by improvements to building infrastruc-
ture related to heating and ventilation
N/A N/A $14,312
99 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Streets Division
DIVISION OVERVIEW
The Streets Division is responsible for the year-round maintenance and repair of more than 230 miles of City streets,
public parking lots, street signs and pavement markings.
This responsibility is managed by two department divisions: Asphalt (bituminous/blacktop) and Concrete Streets. Ap-
proximately 80 percent of Edina's streets are paved with a flexible bituminous pavement. All pothole repairs, street
sweeping, crack sealing and a majority of overlay projects and sealcoating are performed by the Asphalt Streets crews.
The Concrete Streets crews handle the concrete street repairs, concrete curb and gutter, sidewalk replacements and
maintenance of the City’s traffic signs.
There are currently 23 Public Works staff in the Streets Divisions.
DIVISION ORGANIZATIONAL CHART
There are an estimated 1,000 3’ x 6’ crosswalk blocks that are painted annually by the traffic safety branch of the
Concrete Streets Division.
In the off-season, Concrete Streets crews provide non-emergency maintenance services for City Hall.
100 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—STREETS DIVISION
2014-2015 DIVISION GOALS
Successful implementation of street rehabilitation programs (sealcoat, mill and overlay, concrete road repair, etc.).
Implementation and tracking of snow removal program to measure effectiveness.
Continued systematic replacement of brick pavers at 50th and France Business District.
Implementation of pothole crown sourcing application that allows concerns from residents to be easier to log and
more efficient to track.
Development of annual bridge rehabilitation program that will ensure the safety and stability of Edina’s bridges.
2012-2013 DIVISION ACCOMPLISHMENTS
Completed in-house construction of Access to 70th Street site saving taxpayer dollars.
Completed Lake Edina pathway project.
Completed annual Mill and Overlay program in asphalt area and concrete rehabilitation program.
Completed annual Sealcoat program.
Completed annual removal and replacement of pavers at 50th France business district.
Swept entire road way system two times annually (Spring and Fall).
PERFORMANCE MEASURES 2011
2012
2013
Percentage of citizens rating street snow plowing as “excellent” or
“good” in the Quality of Life Survey.
95% N/A 96%
Tons of Asphalt pavement constructed 8,072 9,649 8,829
Cubic Yards of Concrete Pavement repair 558 667 560
Number of potholes filled N/A N/A 3,971*
*6/1/2013-12/31/2013
101 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Utilities Division
DIVISION OVERVIEW
The City’s Utilities Division ensures that there is clean, safe water, and that what goes down the drain stays down the
drain. There are three main components of the Utilities Division: pump, treat and distribute drinking water; sanitary
sewer collection; and storm water collection. All members of the Utilities Division are certified and licensed by both
the Minnesota Department of Health and the Minnesota Pollution Control Agency, and vary individually in experience
from 10 to 40 years working in the water/wastewater field.
The City of Edina operates two separate water systems: The Morningside water system and the Edina water system.
The Morningside system is supplied with treated surface water from the City of Minneapolis which utilizes Ultrafiltra-
tion, lime softening and multiple chemical treatments. While the water is from Minneapolis, Edina’s Utilities Division
maintains the system’s piping. The Edina system gets its water from 18 groundwater wells. All well water is treated
with fluoride (for public health and wellness), chlorine (disinfectant) and polyphosphates (pipe corrosion inhibitor).
Water Treatment Plants are used for the additional removal of iron and manganese, naturally occurring minerals com-
mon to groundwater. Once the water has been treated, it is distributed through a system of 200 miles of water main,
four water towers and a ground reservoir.
Sewage collection and flow is based on gravity and controlled by lift stations and pumps. The City collects and pumps
sewage to a neighboring community where it eventually goes to a wastewater treatment facility operated by the Metro
Council Environmental Service.
The City also collects storm water. During and after a rain or melt event, it is crucial that water is removed quickly
from roadways so it doesn’t create a public safety issue. However, instead of being sent to a treatment plant, it is rout-
ed to our creeks, ponds, lakes and wetlands. These highly visible areas serve as natural treatment facilities for our
storm water, create wildlife habitat and add to the aesthetics of our neighborhoods.
DIVISION ORGANIZATIONAL CHART
102 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT—UTILITIES DIVISION
2012-2013 DIVISION ACCOMPLISHMENTS
Completed water meter replacement program.
Completed emergency repair and rehabilitations on Wells 11 and 13.
Completed scheduled rehabilitation on Well 12.
Implemented and began operating Water Treatment Plant No. 5.
Upgraded radio system for first leg of SCADA system.
Evaluated and purchased Sewer Camera and Cable Reel.
2014-2015 DIVISION GOALS
Coordinate the feasibility of establishing a “no-fault” City-sponsored insurance plan for victims of sewer backups.
Complete the scheduled maintenance rehabilitations of Wells 2, 8, 9, and 10.
Coordinate and complete the installation of meters in every City Owned building.
PERFORMANCE MEASURES 2011
2012
2013
Operating cost per 1,000,000 gallons water pumped/produced $1,700.00 $1,608 N/A
Number of water main breaks and water service leaks 55 62 82
Number of sewer backups or blockages 29 12 13
Percentage of unaccounted water 10.6% 11.2% N/A
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budgeted Budgeted Budgeted
Operating expenses
Cost of sales and services 1,862 11,141 - - - -
Personal services 1,597,123 1,494,688 1,585,198 1,585,198 1,520,562 1,565,488
Contractual services 5,735,937 5,663,351 5,854,850 6,594,750 5,865,123 5,999,500
Commodities 735,697 830,431 910,050 1,044,450 968,000 993,000
Central services 526,452 614,449 621,648 621,648 685,464 701,748
Depreciation 2,319,927 2,668,212 3,127,861 2,600,000 3,305,000 3,487,500
Bond interest and other 692,397 799,408 793,625 793,625 731,133 602,824
Total expenses 11,609,395 12,081,680 12,893,232 13,239,671 13,075,282 13,350,060
Utilities Division Expenses
103 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Equipment Operations Division
DIVISION OVERVIEW
The Equipment Operations division serves as the City’s auto shop. It maintains more than $8 million worth of vehicles
and rolling stock. The mechanics that make up this division do all of the routine maintenance but also are available for
the emergency repairs necessary to keep our fleet in operation during critical events such as snow plowing.
DIVISION ORGANIZATIONAL CHART
2012-2013 DIVISION ACCOMPLISHMENTS
Completed the upgrade of Fleet Management software.
In cooperation with the Communications & Technology Services Department, completed an internal customer
satisfaction survey.
PERFORMANCE MEASURES 2011
2012
2013
Percentage of internal customers that rated service as “good” or
“excellent”
N/A N/A 91.9%
Total amount of unleaded fuel used 97,046 104,011 N/A
Total amount of diesel fuel used 58,606 59,180 N/A
Number of repair orders 2,331 2,546 3,489
2014-2015 DIVISION GOALS
Continue weekly inspections of emergency vehicle apparatuses.
Strategically implement equipment replacement plan.
104 CITY OF EDINA, MINNESOTA
PUBLIC WORKS DEPARTMENT
Facilities Management Division
DIVISION OVERVIEW
The Facilities Management Division supports all City departments by managing the long term viability of the City’s cur-
rent physical infrastructure and by planning for future needs. The major facilities include City Hall, Public Works and
Parks Maintenance Facility, City parking ramps, and other non-City facilities including the exterior building services at
Edina Community Library/Senior Center, the 50th & France Special Services District, park shelter buildings and utility
buildings. The City maintains nearly 80 buildings.
DIVISION ORGANIZATIONAL CHART
2014-2015 DIVISION GOALS
Create a preventative maintenance program for City facilities
Continue implementing energy savings improvements to City facilities.
2012-2013 DIVISION ACCOMPLISHMENTS
Completed an internal Public Works remodel project.
Completed the Countryside Park renovation.
PERFORMANCE MEASURES 2011
2012
2013
City-wide building energy costs 1,154,000 1,017,000 1,100,000*
FUTURE MEASURE: Average monthly completion rate of maintenance
requests
N/A N/A N/A
Performance savings realized by solar panel installation at City Hall N/A N/A $831
*Estimate based on Quarter 1 through Quarter 3 data
105 CITY OF EDINA, MINNESOTA
E NGINEERING DEPARTMENT
Chad Millner, Interim Director
cmillner@EdinaMN.gov 952-826-0318
DEPARTMENT ORGANIZATIONAL CHART
DEPARTMENT OVERVIEW
The Engineering Department is responsible for the planning, design and construction of the City’s infrastructure, in-
cluding the sidewalk system, bikeway system, local street system, storm sewer system, sanitary sewer system, water
system, street lighting system, and other projects that support residents and businesses. Staff ensures that projects
meet design standards and engineering requirements. The Engineering Department provides staff liaisons to the Ener-
gy & Environment Commission and the Transportation Commission. The Engineering Department also works directly
with other local, regional and state agencies.
MAJOR SERVICE AREAS
Design and Construction of Utility and Transportation Projects
Project Management of Utility and Transportation Projects
Asset Management
Transportation
Environmental Services
GIS
106 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
2012-2013 DEPARTMENTAL ACCOMPLISHMENTS
Restructured Department to include Design and Construction, Transportation, and Environmental Divisions.
Constructed 12 miles of local neighborhood streets.
Improved performance of the water infrastructure by replacing over 11,000 feet of water main, 100 fire hydrants,
and 120 gate valves.
Reduced potential inflow and infiltration by rehabilitating more than 18,000 feet of sanitary sewer trunk pipe.
Completed system inventory and mapping of the following assets: sanitary system, water system, streetlights and
street signs.
Completed the planning and prioritization of a Pedestrian and Bicycle Safety Plan.
2014-2015 DEPARTMENTAL GOALS
Update and develop surface water plans, including flood protection and water quality improvements as part of Im-
provement Project No STS-406.
Continue to review the status and level of service provided from the public utility system.
Improve pedestrian and bicycle safety through projects funded by the Pedestrian and Cyclist Safety Fund (PACS).
Provide superior (timely and relevant) customer service to internal and external customers
PERFORMANCE MEASURES 2011 2012 2013
Survey Rating from Residents of the Neighborhood Reconstruction
Projects (Average % of respondents who rated the project process “very
effective” or “somewhat effective”) NA NA 58%
Total GIS Users 33 34 65
Miles of sidewalks constructed 0.7 0.4 0.7
107 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Engineering
14%
PACS fund
6%
Construction
79%
Utility fund
1%
Expenditures and Expenses by Service Area
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Engineering 1,231,912$ 1,265,826$ 1,562,591$ 1,566,841$ 1,607,798$ 1,655,095$
General fund subtotal 1,231,912 1,265,826 1,562,591 1,566,841 1,607,798 1,655,095
Other Funds
PACS fund - - 800,000 800,000 1,226,752 1,232,744
Construction 11,195,932 6,581,036 9,686,000 9,701,000 6,320,000 5,545,000
Utility fund - - - - 176,000 177,000
Department Total Budget 12,427,844$ 7,846,862$ 12,048,591$ 12,067,841$ 9,330,550$ 8,609,839$
Engineering Department Expenditures & Expenses
108 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Design and Construction Division
DIVISION ORGANIZATIONAL CHART
DIVISION OVERVIEW
The Design and Constriction Division is responsible for the design and construction of the City’s infrastructure. Staff
us the Pavement Condition Index (PCI) to prioritize street reconstruction projects, factoring in water main service/
breaks, storm sewer/drainage and sanitary sewer deficiencies. Streets are grouped together in neighborhoods for ma-
jor reconstruction and maintenance projects.
Division Service Areas include:
Design and coordinate the reconstruction of neighborhood roadways.
Initiate and coordinate the design studies for MSA roadways.
Design and coordinate rehabilitation of existing utilities.
Coordinate bridge inspections and rehabilitations.
Implement Pedestrian and Cyclist Safety (PACS) projects.
Coordinate various noise wall and fence projects with MN/DOT and Hennepin County.
Assist the Parks & Recreation and Communication & Technology Services Departments with design and coordina-
tion of infrastructure improvement projects.
109 CITY OF EDINA, MINNESOTA
2012-2013 DIVISION ACCOMPLISHMENTS
Successfully constructed 12 miles of local neighborhood streets.
Installed more than 8,000 feet of raw water main connecting to new Water Treatment Plant #6.
Improved performance of the water infrastructure by replacing more than 11,000 feet of water main, 100 fire hy-
drants, and 120 gate valves.
Reduced potential inflow and infiltration by rehabilitating over 18,000-ft. of sanitary sewer trunk pipe.
Installed 17 miles of bicycle lanes striping and/or route markers.
PERFORMANCE MEASURES
2011
2012
2013
Survey Rating from Residents of the Neighborhood Reconstruction Projects
(Average % of respondents that rated the project process very effective
and somewhat effective)
NA NA 58%
Number of Contract Change Orders 14 34 13
% Change Order Amount per Contract Amount 1.4% 4.3% 2.5%
ENGINEERING DEPARTMENT—DESIGN AND CONSTRUCTION DIVISION
2014-2015 DIVISION GOALS
Improve Resident Communication for the Neighborhood Street Reconstruction Projects through improved
meeting materials, increased use of City Extra, efficient use of the City's website and feedback from post project
survey's.
Plan, design, and coordinate the reconstruction of City roadways utilizing the Living Streets Policy.
Continue to Refine Infrastructure Condition Assessments and Selection Criteria for Neighborhood Street Recon-
struction Projects.
110 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Transportation Division
PERFORMANCE MEASURES
2011
2012
2013
Number of requested and resolved traffic safety issues throughout
the City 119/112 68/59 90/82
Miles of sidewalks constructed 0.7 0.4 0.7
Mile of bikeways constructed 4.9 14.2 4.6
2014-2015 DIVISION GOALS
Continue to develop, prioritize and implement sidewalk and bicycle master plans.
Develop standards for the PACS Fund program.
Conduct transportation studies for key redevelopment sites throughout the City.
Brand and implement the Living Streets Plan.
DIVISION OVERVIEW
The Transportation Division is responsible for the planning, design and management of local transportation systems
and facilities in the City of Edina. The division considers social, environmental and aesthetic impacts of those systems
when designing projects. Staff work directly with the Transportation Commission on matters related to the local street
system.
Division Service Areas include:
Oversees the planning and design of traffic operations within the City.
Administers the Living Streets program and Pedestrian and Cyclist Safety (PACS) fund.
Manages the PACS fund budget.
Serves as the staff liaison to the Transportation Commission.
Coordinates non-motorized transportation facilities (NMTF) marketing and promotional activities aimed at further-
ing education in the City.
Receives and reviews resident requests for traffic control or calming devices throughout the City, conducts the
appropriate level of analysis and makes recommendations.
The Transportation Division include the Transportation Planner and Traffic Safety Coordinator.
2012-2013 DIVISION ACCOMPLISHMENTS
Created the Transportation Division within Engineering
Developed and prioritized sidewalk master plan.
Adopted the Living Streets Policy.
111 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—TRANSPORTATION DIVISION
2013 2014 2015
Budgeted Budgeted Budgeted
Revenues & other financing
Franchise fees 800,000$ 1,200,000$ 1,200,000$
Other fees - - -
Total revenues 800,000 1,200,000 1,200,000
Expenditures & other financing
Contractual services - 22,000 23,000
Commodities - 25,000 28,000
Central services 80,004 79,752 81,744
Capital outlay 719,996 1,100,000 1,100,000
Total expenses 800,000 1,226,752 1,232,744
Change in fund balance - (26,752) (32,744)
January 1 balance - - (26,752)
December 31 balance -$ (26,752)$ (59,496)$
PACS Fund Financial Summary
PACS Fund
The Pedestrian and Cyclist Safety Fund (PACS Fund) is a special revenue fund created to account for new utility fran-
chise fee revenues from both Xcel and CenterPoint residential customers. The utility franchise fees is dedicated reve-
nue to the PACS Fund. Other potential revenues for the PACS Fund may include grants, gifts, special assessments and
transfers from other City funds. The purpose of the PACS Fund is to provide funding for the creation, maintenance
and improvement of non‐motorized transportation facilities for the primary benefit of pedestrians and cyclists in Edina.
Non‐motorized transportation facilities (NMTF) shall be defined as sidewalks, trails and other bicyclist‐related facilities.
In 2014, the franchise fees are expected to generate approximately $1.1 million each year in new revenue.
Projects Scheduled for 2014 *
Normandale Road Sidewalk 2014 Neighborhood Roadway Improvements Benton to Clover Ridge
W 62nd St Sidewalk 2014 Neighborhood Roadway Improvements Beard Pl to Zenith Ave S
W 42nd St Sidewalk (within limits) 2014 Neighborhood Roadway Improvements Includes Scott & Alden Aves
W 42nd St Sidewalk (outside of limits) 2014 Neighborhood Roadway Improvements Grimes to city limits
Grimes Ave Sidewalk 2014 Neighborhood Roadway Improvements 42nd to Iglewood
Crocker & Grimes Sidewalk 2014 Neighborhood Roadway Improvements South of 42nd St
York Avenue Sidewalk Hennepin County CIP (25% cost participation) 66th St to Transit Center
Valley View Rd Sidewalk Active Routes to School Plan Gleason Rd to Chapel Ln
W 70th Street Green bike lane thermoplastic @ Metro Blvd
66th Street Pedestal mounted ped flashers (3 crossings) Rosland Park
W 69th Street Mid-block overhead mounted ped flasher Promenade location
Olinger Blvd bike lanes MSA mill & overlay (Vernon to Tracy) Pavement markings
Ohm's Ln/W 72nd St bike lanes 2013 mill & overlay (Metro to W 74th St) Pavement markings
*Projects are subject to change.
112 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT
Environmental Division
DIVISION ORGANIZATIONAL CHART
The Environmental Division was formed in 2012. At that time, the Edina Emerald Energy Program was started, the
former Utility Engineer position was broadened to include environmental services, and a Water Resources
Coordinator was hired. This budget reflects an expansion of local energy and water resource services.
DIVISION OVERVIEW
The Environmental Engineering Division identifies and evaluates potential impacts of municipal projects and operations
and develops mitigation measures to limit or prevent impacts. Staff works with the Energy & Environment Commission
to stay on the forefront of sustainability issues.
Division Service Areas include:
System planning, design, design review and project management for flood protection, clean surface water, sanitary
sewer and domestic water utilities.
Implementation of I/I reduction program, Storm water Pollution Prevention Program, Wellhead Protection Pro-
gram and Comprehensive Water Resources Management Plan and supports related natural resource and water
conservation activities.
Implementation of asset management systems including: geographical information system (GIS) database, infrastruc-
ture and asset management database, ArcGIS, and Cityworks software and trains City staff on its use.
Liaison to Energy & Environment Commission and administers the Edina Emerald Energy program (EEEP).
113 CITY OF EDINA, MINNESOTA
ENGINEERING DEPARTMENT—ENVIRONMENTAL DIVISION
2012-2013 DIVISION ACCOMPLISHMENTS
Completed system inventory and mapping of the following assets: sanitary system, water system, streetlights and
street signs.
Completed performance contract for building energy efficiency and commissioning of City Hall Solar Panel Project.
Secured the following grant funding: $25,000 chloride reduction grant, $10,000 wellhead protection implementa-
tion, $5,000 electric vehicle (air pollution reduction grant) and $550,000 inflow and infiltration abatement.
PERFORMANCE MEASURES 2011 2012 2013
Total City building energy use (kBtu) 78.4M 67.4M 75M
Total City building energy use carbon(ton) 10490 9744 10000
Total City building energy use cost $1.15M $1.01M $1.16
Total EEEP funded projects 0 2 0
Total Home Energy Squad visits 0 30 67
GIS Service Requests 1720 1546 1700
GIS work order usage 245 1064 600
Water Resources education and outreach audience
1 About Town arti-
cle
1 About Town
article
1 About
Town article,
3 lakes group
meetings, and
2 public
events
2014-2015 DIVISION GOALS
Accelerate adoption of mobile GIS and asset management tools in Public Works operations to enhance transpar-
ency of operations, track and promote increased organizational productivity, and begin using decision support
tools to better track operations costs and capital investment in utilities.
Begin implementation of Wellhead Protection Program and revise Storm water Pollution Prevention Program to
meet new State permit requirements.
Provide broader range of local energy conservation services through EEEP.
114 CITY OF EDINA, MINNESOTA
P OLICE DEPARTMENT
Jeff Long, Chief
jlong@EdinaMN.gov 952-826-0491
DEPARTMENT OVERVIEW
The Edina Police Department’s 51 sworn officers and 27 civilian staff consistently deliver outstanding police services,
even as they face a variety of law enforcement challenges. The Department is called upon to perform many emergency
and public service tasks throughout the year and is also responsible for educating the public in crime prevention tech-
niques and investigating of all felony crimes against persons, as well as other crimes. As of Oct 31, the City reported
837 major Part I crimes, such as burglary, robbery, assault and theft, with an additional 564 Part II or lesser crimes in
2013. This was a 4% decrease compared to the same time frame in 2012. More than 80% of the Police budget is di-
rectly or indirectly spent on labor.
The Police Department operates 7 days a week, 24 hours per day and maintains an average patrol strength of 5.2 offic-
ers at any given time.
MAJOR SERVICE AREAS
Patrol
Traffic
Animal Control
911 Dispatch
Investigations
School Resource Officers
Drug and Financial Crimes
Task Forces
Civilian Services
Community Health
Property and Evidence
Crime Prevention
DEPARTMENT ORGANIZATIONAL CHART
115 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
2014-2015 DEPARTMENTAL GOALS
Increase accessibility and enhance customer service through technology improvements such as the Police to
Citizen internet portal.
Utilize crime analysis tools such as the SYMN report and RAIDS Online to prevent and control crime.
Implement alarm registration program to maximize cost recovery and efficiency.
Develop framework for rental housing program to improve public health and safety and ensure code compliance.
2012-2013 DEPARTMENT ACCOMPLISHMENTS
Leveraged technology investments such as new radars, alarm processing software and squad and interview room
video systems to maximize efficiency and cost savings.
Analyzed and implemented process improvements to increase effectiveness, compliance and customer service.
Launched public education and compliance campaigns such as Focus-In and Herberger’s Heroes to reduce
violations and enhance public safety, health and welfare in support of Edina Vision 20/20.
Signed 4-year contract with Richfield to provide 911/Dispatch services beginning December, 2013.
PERFORMANCE MEASURES 2011
(Actual)
2012
(Actual)
2013*
Percentage of respondents rating police services “Excellent” or
“Good”
97% N/A 98%
Cost of police services per household** $483.58 $492.65 $557.91
Total number of false residential and commercial alarms 1194 1200 1150
Total number of traffic citations issued 18,908 16,740 17,000
*as of 10/31/2013
**Based on Met Council housing data
116 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Police
protection
91%
Community
health
9%
Expenditures by Service Area
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Police protection 8,263,567$ 8,359,180$ 8,803,796$ 8,800,039$ 9,344,448$ 9,514,385$
Community health 497,411 490,758 522,406 529,816 528,718 544,030
Legal services 254,791 287,157 273,500 278,500 293,000 299,000
General fund subtotal 9,015,769 9,137,095 9,599,702 9,608,355 10,166,166 10,357,415
Other Funds
Police special revenue 103,973 173,021 151,007 243,654 59,000 61,000
Construction (equipment)440,689 459,068 811,082 416,916 1,038,845 566,925
Recycling 521,290 529,195 418,651 565,209 429,702 441,408
Department Total Budget 10,081,721$ 10,298,379$ 10,980,442$ 10,834,134$ 11,693,713$ 11,426,748$
Police Department Expenditures
117 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Patrol Division
DIVISION OVERVIEW
In 2012, the Edina Police Patrol Division responded to more than 36,686 calls for service, including medical emergen-
cies, fires, accidents, thefts, damage to property, reports of suspicious persons and alarm responses as well as public
service and educational activities. Approximately 40% of those calls required multiple officer responses, which equals
well over 51,000 officer responses. The Division consists of 36 Full-Time Employees (FTEs), including 22 patrol offic-
ers, six sergeants, two K-9 handlers, one Animal Control Officer, three traffic officers, two plain-clothes commercial
officers and four part-time Community Service Officers.
The Animal Control Unit consists of one FTE, with assistance from four part-time Community Service Officers, and is
a function of the Police Department’s Patrol Division. The Animal Control Officer is responsible for the enforcement
of the animal-related City ordinances and also assists residents with animal control problems, both wild and domestic.
Approximately 1,693 calls for service were responded to in 2012.
DIVISION ORGANIZATIONAL CHART
Speed citations average 16 MPH over the limit on side streets and 17 MPH over the limit on highways.
The Patrol Division added one new Part-Time Community Service Officer position in 2013.
118 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— PATROL DIVISION
2014-2015 DIVISION GOALS
Continue “Focus In” campaign to increase education and compliance.
Develop and implement more efficient system of assigning calls, such as GPS-based unit recommendations.
Maximize efficiency and manage equipment costs by replacing outdated squad phones, digital cameras and digital
recorders with a single smart-phone or mobile device.
Increase leash law compliance by providing more off-leash areas.
2012-2013 DIVISION ACCOMPLISHMENTS
Implemented “Focus In” program, resulting in increased compliance with common Statutory and Code violations.
Purchased and implemented new in-squad video systems into the marked patrol fleet.
Added 17 new laser speed detection devices.
Added one PT Community Services Officer position.
Developed and held Coyote Education and Hazing presentations for residents.
Implemented Herberger’s Heroes and Bike Safety for Kids programs to promote general safety and improve com-
munity outreach and enforcement efforts.
Purchased and installed video system for interview rooms.
PERFORMANCE MEASURES 2011 2012 2013*
Number of traffic statute or ordinance violations 18,908 16,740 17,000
Average response time for top priority calls (in minutes) 4.76 4.87 4.75
Total number of dog licenses issued 3,000 3,100 3400
Total number of animal impounds 92 88 44
*as of 10/31/2013
119 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Investigations Division
DIVISION OVERVIEW
The Edina Police Department’s Investigations Division has 11 FTEs who investigate a wide variety of crimes, including
thefts, burglaries and assaults. Detectives prepare and execute search warrants, recover stolen property, collect evi-
dence and conduct background investigations on new employees. The Division also includes School Resource Officers,
Financial Crimes and Drug Task Force Detectives and a part-time Community Service Officer. In 2012, a total of 470
cases were assigned to the Division for investigation.
Investigation is a separate division, but does not currently have a separate budget within the department.
DIVISION ORGANIZATIONAL CHART
The increased use of DNA evidence and video technology contributed to a higher clearance rate of cases.
Actual and attempted burglaries are currently down 24% from 2012.
120 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— INVESTIGATIONS DIVISION
2014-2015 DIVISION GOALS
Increase number of criminal cases cleared through new video technology, DNA, forensic evidence and cooperative
investigative groups.
Work with the Communications & Technology Services Department to develop and implement an effective means
of delivering timely information to the neighborhood associations within the City.
Implement the interagency Hennepin Justice Integration Project Pro-Case program using a BCA interface to utilize
a paperless felony case submission process. This E-charging process submits felony cases directly to Hennepin
County prosecutors.
Evaluate the effectiveness of maintaining a Certified Computer Forensic Specialist.
2012-2013 DIVISION ACCOMPLISHMENTS
Identified a process solution to the HennRAP (Hennepin County Repository for Adult Photos) booking photo
bottleneck.
Worked with LOGIS to implement the RAIDS Online crime reporting system.
Implemented BCA E-Charging – a paperless, technology-based submission and signing process for misdemeanor
and gross misdemeanor cases.
Entered into a Joint Powers Agreement with Minnesota Internet Crimes Against Children, allowing our continued
participation through the May 31, 2016 grant period.
PERFORMANCE MEASURE
2011
2012
2013*
Clearance Rates for Part I and Part II crimes 49% 41% 52%
*as of 10/31/2013
121 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT
Civilian Services Division
DIVISION ORGANIZATIONAL CHART
DIVISION OVERVIEW
The Civilian Division was created in 2012 and encompasses all civilian units and positions within the Police Depart-
ment, including 911/Dispatch, Community Health, Property and Evidence, Crime Prevention, Records Management and
Administrative Support. The Division as a whole has 20 FTEs, plus three part-time Dispatch positions. This Division
provides essential services to Patrol, Investigations, Administration and the general public.
The Edina 911/Dispatch Center now serves the cities of Edina, Golden Valley and Richfield, handling thousands of tele-
phone calls and radio transmissions annually. Additionally, the team performs many other critical functions while main-
taining a high level of service to both residents and responders.
Administrative Support Staff are responsible for a number of key department functions, such as records management,
finance and false alarm management. Additional specialized support is provided to the Investigations Division.
The Community Health Unit holds a delegation agreement with the Minnesota Department of Health to license and
inspect food, beverage and lodging establishments, institutions such as schools and day cares, and public swimming
pools. Responsibilities also include investigating food complaints, reports of food and waterborne illnesses, and disas-
ters such as fires and floods. In addition, the Unit responds to public health nuisance complaints, housing code viola-
tions and is a resource for other health issues such as radon, mold, asbestos, noise complaints and second hand smoke.
The Community Health Unit is generally self-supporting with license, inspection and plan review fees the only sources
of revenue. Additionally, the Unit receives and administers grants from the Minnesota Department of Health to pro-
vide its community health services and programs.
122 CITY OF EDINA, MINNESOTA
POLICE DEPARTMENT— CIVILIAN SERVICES DIVISION
2014-2015 DIVISION GOALS
Increase efficiency and reduce errors by purchasing and implementing new dictation and transcription software.
Implement alarm registration program to improve database accuracy and maximize revenue and collection efforts.
Improve accessibility and staff efficiency using a police-to-citizen internet portal.
Finalize purchase and installation of shared 911 Call Handling System with regional partners.
Develop framework for rental housing program to ensure safety and decrease code violations.
Utilize new technology and education to maximize code compliance and enforcement efforts.
Improve Community Health presence and accessibility by developing educational opportunities for residents and
making website improvements.
2012-2013 DIVISION ACCOMPLISHMENTS
Purchased and implemented alarm registration and billing software.
Implemented Emergency Medical Dispatch quality assurance program.
Purchased and implemented new digital recording system for telephone and radio traffic.
Completed Minnesota Department of Health evaluation of food, beverage, lodging and pool inspection program.
Partnered with Public Works to purchase and implement code enforcement software.
Negotiated a new seven-year residential curbside recycling contract.
Migrated to the State’s Next Generation 911 fiber network.
Conducted audit of Property and Evidence room.
PERFORMANCE MEASURES
2011
2012
2013
Total number of 911 and non-emergency calls processed 74,937 77.082 79,324
Property room clearance rate 72% 67% 75% *
Rate of false alarm fee collection 78% 88% 80% *
Percentage of EMD compliance N/A N/A 98.87% *
Total number of public nuisance complaints investigated 158 135 150*
Total number of new licensed establishments 5 4 15*
Total number of food, pool and lodging inspections 362 325 320*
*as of 10/31/2013
123 CITY OF EDINA, MINNESOTA
F IRE DEPARTMENT
Darrell Todd, Interim Chief
dtodd@EdinaMN.gov 952-826-0328
DEPARTMENT OVERVIEW
The mission of the Edina Fire Department is to serve the community by protecting lives, property and the
environment in a safe, efficient and professional manner. The Department works together to ensure the safety of the
City's residents through the implementation of building and fire codes for new constructions, to fire extinguishment
and EMS response.
The City of Edina is also responsible for the management of the South Metro Public Training Facility (SMPTF). SMPTF
is a joint project of the Cities of Bloomington, Eden Prairie and Edina and the Minneapolis/St. Paul International Airport
Police Department. The SMPTF provides high quality, cost effective training and development for public safety
organizations through shared resources to ensure premier public safety services to our communities. The facility
provides a variety of police and fire training opportunities in a 28,000-square-foot, two-building campus on a 3.5 acre
site.
MAJOR SERVICE AREAS
Building Inspections
Emergency Medical
Emergency Management
Fire Suppression & Prevention
Management of the South Metro Public Training Facility
DEPARTMENT ORGANIZATIONAL CHART
124 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
2014-2015 DEPARTMENT GOALS
Develop a strategy for the ambulance service in light of the Affordable Care Act.
Implement an emergency scene management system with surrounding Fire Departments to improve the
communication and safety of emergency personnel.
Move to an electronic plan review system to shorten the time it takes to issue building permits.
2012-2013 DEPARTMENT ACCOMPLISHMENTS
Upgraded videoconferencing equipment in Training Room/Emergency Operations Center.
Expanded Mutual Aid Alarm System to get more firefighters on emergency scenes faster.
Expanded the e-permit application system to allow for faster issuance of building permits.
PERFORMANCE MEASURES 2011 2012 2013*
Total calls for Fire Department response 4612 4804 3918
Number of ambulance calls 3652 3946 3037
Fire incidents – structure and non-structure 63 93 63
Number of false fire alarms 268 298 233
Number of all other calls for assistance 776 692 585
Number of public education events 182 203 188
Property dollar loss from fires $755,668 $1,353,402 $1,204,198
Dollar value of building permits issued $133,162,663 $186,349,921 $204,234,460
*as of 10/31/2013
125 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Fire & rescue
80%
Building inspections
20%
Expenditures by Division and/or Service Area
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Fire & rescue 4,619,293$ 4,735,801$ 5,260,395$ 4,778,435$ 5,371,462$ 5,550,776$
Building inspections 1,131,072 1,175,964 1,269,389 1,267,879 1,325,996 1,361,622
General fund subtotal 5,750,365 5,911,765 6,529,784 6,046,314 6,697,458 6,912,398
Other Funds
Construction 738,442 353,155 325,000 490,000 422,000 273,000
Department Total Budget 6,488,807$ 6,264,920$ 6,854,784$ 6,536,314$ 7,119,458$ 7,185,398$
Fire Department Expenditures
126 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Building Inspections Division
2014-2015 DIVISION GOALS
Establish an inspections hotline so there is one number to call for any building, health or fire inspection.
Reduce the number of on-site minor inspections by utilizing photographs.
Develop a system for handling heavy demand times following severe weather events.
Identify areas to improve customer service by shortening wait times for permit issuance and field inspections.
2012-2013 DIVISION ACCOMPLISHMENTS
Implemented the use of iPads for electronic field inspections.
Hired part-time inspector to perform over-the-counter residential plan reviews.
Implemented a survey to find ways to improve customer service.
Established an agreement with Richfield and Eden Prairie to share inspectors when demand overwhelms resources.
Converted three part-time inspectors to full-time inspectors to address increase in service demand.
DIVISION OVERVIEW
The Building Inspections Division is responsible for plan review, permitting and inspection of all new construction
within the City to ensures that new buildings meeting both structural and exiting safety standards. The City of Edina
adopts the Minnesota State Building Code, which in turn adopts the International Building Code, International Residen-
tial Code and other codes and standards relating to building inspections. The Division includes 11 full-time and one
part-time staff.
DIVISION ORGANIZATIONAL CHART
PERFORMANCE MEASURES 2011 2012 2013*
Number of inspections 16606 16784 18000
Average number days from initial permit application to final approval 231 196 221
Number of occupancies inspected 57 101 99
Median time it takes to process a new single dwelling plan (in days) 21 24 25
*as of 10/31/2013
127 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— BUILDING INSPECTIONS DIVISION
Personal services
81%
Contractual
services
9%
Commodities
1%
Central services
8%Equipment
replacement
1%
Inspections Expenditures by Type
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 915,071$ 970,902$ 1,035,401$ 1,035,401$ 1,078,940$ 1,109,898$
Contractual services 112,875 92,416 111,720 114,600 119,200 121,000
Commodities 9,374 12,354 13,800 9,410 14,000 14,000
Central services 93,752 100,292 108,468 108,468 113,856 116,724
General fund subtotal 1,131,072 1,175,964 1,269,389 1,267,879 1,325,996 1,361,622
Other Funds
Equipment replacement - 44,926 15,000 15,000 18,000 -
Department Total Budget 1,131,072$ 1,220,890$ 1,284,389$ 1,282,879$ 1,343,996$ 1,361,622$
Building Inspections Expenditures
128 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT
Fire and Emergency Medical Services Division
DIVISION OVERVIEW
The Fire and Emergency Medical Services Division is responsible for extinguishing fires, providing paramedic and ad-
vanced life support medical service, educating the community on fire prevention issues and maintaining firefighting
equipment and fire department facilities. In addition, the Division enforces laws and ordinances pertaining to fire safety.
The Division currently operates two fire stations with 31 full-time fire personnel, 14 paid-on-call firefighters, and two
administrative staff.
DIVISION ORGANIZATIONAL CHART
129 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— FIRE AND RESCUE DIVISION
2014-2015 DIVISION GOALS
Upgrade tablets and software for electronic patient care reports on ambulance calls.
Acquire powered cot loading system for ambulances.
Develop "cloud based" documentation of fire inspection activities.
Present fire prevention program to all Edina pre-school, kindergarten and 1st grade students annually.
Expand videoconferencing capabilities with mobile devices and add equipment to secondary Emergency Operations
Center.
2012-2013 DIVISION ACCOMPLISHMENTS
Implemented electronic fire inspections reports using iPads.
Implemented video intubation equipment for use in placing advanced airways in non-breathing patients.
Initiated use of LUCAS mechanical chest compression devices for patients in cardiac arrest.
Began use of fire suppression grenades to slow the spread of fire while crews prepare to attack the fire.
PERFORMANCE MEASURES 2011 2012 2013*
Actual annual operating cost per household** $256.99 $241.28 N/A
Fire response time 4:25 4:48 4:18
Ambulance response time 4:40 4:09 3:50
Percentage of patients that utilize Medicare or Medicaid 71% 67% 65%
Ambulance net revenues $1,692,232 $1,848,845 $1,324,831
*as of 10/31/2013
** using Met Council housing data
130 CITY OF EDINA, MINNESOTA
FIRE DEPARTMENT— FIRE AND RESCUE DIVISION
Personal services
75%
Contractual services
7%
Commodities
4%
Central services
6%
Equipment
replacement
7%
Capital outlay
1%
Fire & Rescue Expenditures by Type
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 3,722,966$ 3,805,395$ 4,285,975$ 3,905,975$ 4,429,129$ 4,584,216$
Contractual services 384,217 411,212 387,250 366,120 377,325 386,600
Commodities 197,604 208,846 257,230 176,400 185,700 191,400
Central services 314,506 310,348 329,940 329,940 379,308 388,560
General fund subtotal 4,619,293 4,735,801 5,260,395 4,778,435 5,371,462 5,550,776
Other Funds
Equipment replacement 589,209 308,229 310,000 475,000 154,000 273,000
Capital outlay 149,233 - - - 250,000 -
Department Total Budget 5,357,735$ 5,044,030$ 5,570,395$ 5,253,435$ 5,775,462$ 5,823,776$
Fire & Rescue Expenditures
131 CITY OF EDINA, MINNESOTA
P ARKS & RECREATION DEPARTMENT
Ann Kattreh, Director
akattreh@EdinaMN.gov 952-826-0431
DEPARTMENT OVERVIEW
The Parks and Recreation Department is responsible for administering and maintaining the entire parks system. This
includes 40 parks that total 1,553 acres of property including park enterprise facilities. The department coordinates
adaptive recreation, adult and youth recreation, and works with 14 athletic associations, the Edina Garden Council, the
Edina Historical Society and the Edina Museum. The Parks Department acts as staff liaison to the Park Board, which
advises the City Council on parks and recreation issues.
Staff consists of seven full-time employees and approximately 125 part-time seasonal staff, including playground leaders,
ice rink attendants, arts and craft specialists, concession employees and sports instructors.
MAJOR SERVICE AREAS
Recreation programs
Park Design
Art Center
Special Events
Aquatic Center
Braemar Arena
Braemar Golf
Centennial Lakes Park
Edinborough Park
Strategic Planning
Project Management
DEPARTMENT ORGANIZATIONAL CHART
132 CITY OF EDINA, MINNESOTA
2014-2015 DEPARTMENTAL GOALS
Complete a strategic plan for the park system.
Prioritize capital improvement projects based on strategic plan.
Provide enhanced and consistent service to all athletic associations through greater contact with association
boards, resulting in increased accountability from athletic association boards regarding financial data, residency per-
centages, insurance information, etc.
Develop an assessment tool to evaluate programs and determine resident needs.
Design and build a sports dome, outdoor refrigerated rink and make improvements at Pamela Park.
Complete construction of the sports dome by the end of 2014.
2012-2013 DEPARTMENT ACCOMPLISHMENTS
Implemented a pilot community garden at Yorktown Park and an edible playground at Lewis Park.
Completed the Countryside Park master plan renovation and renovated the Garden Park baseball field.
Completed insurance settlement and re-built the Golf Dome.
Developed a Parks & Recreation Department customer service video for staff training.
Completed a recreational programming assessment.
PARKS & RECREATION DEPARTMENT
PERFORMANCE MEASURES 2011 2012 2013
Percentage of lesson and camp programs that met minimum
enrollment requirements
84% 78% 81%
Percentage of residents who, from their experience, rate the
quality of parks as “excellent” or “good”.
90% NA 99%
Percentage of residents who, from their experience, rate the
recreation programs and classes “Good” or “Excellent”.
98% NA 99%
133 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Administration 755,642$ 815,173$ 849,763$ 840,683$ 932,240$ 956,414$
Recreation 328,989 326,153 356,436 430,643 425,399 431,673
General fund subtotal 1,084,631 1,141,326 1,206,199 1,271,326 1,357,639 1,388,087
Other Funds
Braemar Memorial 6,092 6,757 900 100,000 - 275,000
Construction 775,620 505,169 700,000 700,000 333,000 1,742,325
Aquatic Center 718,027 866,944 881,234 930,209 891,349 938,625
Art Center 615,172 617,577 652,068 709,888 663,538 683,306
Golf Course 3,390,949 3,293,192 3,636,951 3,726,719 3,935,124 4,046,382
Arena 1,773,456 2,182,200 2,166,520 2,102,277 2,385,165 2,423,956
Edinborough Park 1,408,649 1,355,285 1,536,360 1,557,280 1,575,683 1,616,747
Centennial Lakes 890,639 869,277 964,859 957,319 992,638 1,014,860
Total 10,663,235$ 10,837,727$ 11,745,091$ 12,055,018$ 12,134,136$ 14,129,288$
Parks and Recreation Department Expenditures & Expenses
Administration
8%Recreation
3%
Enterprise Facilities
89%
Expenditures and Expenses by Service Area
134 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Administration
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 657,592$ 705,638$ 722,525$ 722,525$ 739,838$ 760,973$
Contractual services 20,434 26,670 20,850 28,604 104,462 105,209
Commodities 2,447 3,727 20,000 3,166 9,820 9,820
Central Services 75,169 79,138 86,388 86,388 78,120 80,412
Total 755,642$ 815,173$ 849,763$ 840,683$ 932,240$ 956,414$
Park Administration Expenditures
Personal services
84%
Contractual
services
6%
Commodities
1%
Central
Services
9%
Administration Expenditures by Type
135 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Recreation
Personal
services
49%
Contractual
services
38%
Commodities
13%
Recreation Expenditures by Type
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 159,843$ 170,788$ 194,946$ 194,946$ 197,449$ 202,386$
Contractual services 127,526 108,249 113,500 180,887 169,393 170,230
Commodities 41,620 47,116 47,990 54,810 58,557 59,057
Total 328,989$ 326,153$ 356,436$ 430,643$ 425,399$ 431,673$
Recreation Expenditures
136 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Art Center
DIVISION OVERVIEW
The Edina Art Center provides excellent educational programs for all ages in the visual arts. Located on the west side
of Kenneth Rosland Park, it is a tranquil place for residents and visitors to view and purchase local and regional art-
work, and a central location for creative energy, discussion, and ideas. The Edina Arts and Culture Commission was
formed in May 2013 replacing the Art Center Board and advises City Council on artistic and cultural offerings in Edina.
Art Center staff includes 2 FT, 8 PT and a roster of 51 highly trained instructors. The General Manager acts as staff
liaison to the Commission and its working groups.
The Art Center has historically run an annual operating loss that is subsidized by donations from the public and trans-
fers from other City funds, primarily the Liquor and Constructions funds. Traditionally the Liquor fund supports opera-
tions and the Construction fund supports building improvement projects.
DIVISION ORGANIZATIONAL CHART
The Art Center brochure merged with the Activities Directory and is mailed to every Edina home. 2013
YTD registration income is $226,425 compared to $204,947 at the same time last year.
*Full-Time Staff
137 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT— ART CENTER
2014-2015 DIVISION GOALS
Expand partnerships and outreach efforts to build a vibrant community through the arts.
Maintain 1,000 members monthly.
Reorganize the Peggy Kelly Media Arts Studio for optimum efficiency in terms of profit and space.
Improve the Art Center intern program.
Implement MaxSolutions software to update and modernize registration and room scheduling.
2012-2013 DIVISION ACCOMPLISHMENTS
Reorganized full and part time staff in 2013.
Doubled the number of 2013 Edina Film tickets/revenue (587 tickets in 2013 compared to 300 in 2011 & 2012).
Developed partnerships with Edina Chorale, Morningside Women’s Group, Lion’s Club, Edina Community
Foundation, Edina Community Center, and Fairview Southdale Hospital to expand Art Center programming.
Increased number of summer camps offered from 72 to 85 with LivingSocial Marketing.
PERFORMANCE MEASURES 2011 2012 2013
Operating revenue as a % of operating expenses 73% 72% 64%
Annual number of class registrations 2,090 2,272 2,400
Annual number of memberships 906 939 1,000
Annual participants in non-class offerings 435 534 575
Number of outside events hosted by the Art Center 4 9 12
138 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—ART CENTER
Cost of
sales and
services
3%
Personal services
60%
Contractual
services
20%
Commodities
7%
Central services
6%
Depreciation
4%
Art Center Expenses by Type
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
Revenues
Retail sales 39,706$ 36,929$ 36,486$ 45,500$ 36,500$ 37,000$
Concessions sales 938 559 406 500 500 500
Memberships 25,731 27,741 24,763 29,000 24,375 24,775
Class registration & other 384,968 376,712 401,707 379,500 378,175 383,675
Donations 13,537 9,844 - 15,000 3,000 3,000
Revenues 464,880 451,785 463,362 469,500 442,550 448,950
Expenses
Cost of sales and services 21,376 20,310 22,000 22,000 23,000 23,000
Personal services 213,937 395,106 431,070 431,070 437,753 449,431
Contractual services 276,069 98,836 85,305 136,750 95,367 101,175
Commodities 42,966 39,152 47,338 57,000 47,050 48,300
Central services 36,163 37,886 40,068 40,068 34,368 35,400
Depreciation 24,661 26,287 26,287 23,000 26,000 26,000
Expenses 615,172 617,577 652,068 709,888 663,538 683,306
Income (loss)(150,292) (165,792) (188,706) (240,388) (220,988) (234,356)
Art Center Revenues and Expenses
139 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Aquatic Center
DIVISION OVERVIEW
The Aquatic Center is a unique, high volume facility that accommodates swimmers of all ages and a wide range of
activities, including recreational swimming, competitive swimming, lap swimming and swimming lessons. There are four
separate bodies of water, including a six lane, 50 meter lap pool with a diving well; a plunge pool; a zero-depth entry
pool with a large play structure; and a FlowRider. The FlowRider was added in 2012 and is unique because it’s the only
outdoor surf simulator in the state. Significant collaborative relationships have been developed with the Edina Swim
Club, the Aquajets Swim Club and Martha Burns Swimming School. New initiatives include implementing Birthday Par-
ty rental options, as well as expanding choices for a healthier concessions menu.
The Aquatic Center is only open in the summer. The full-time staff consists of four positions with shared responsibili-
ties. There are three FT employees (General Manager, Assistant Manager. Manager and Maintenance Coordinator)
who have year-round responsibility for Edinborough Park and the Aquatic Center during the summer season. There is
also one FT Certified Pool Operator who is dedicated to the Aquatic Center in the summer and also works in Park
Maintenance the remainder of the year. The Aquatic Center hires approximately 84 seasonal staff, including lifeguards,
concession, admissions and guest services employees.
DIVISION ORGANIZATIONAL CHART
The Aquatic Center hosted the world’s largest swimming lesson in June 2013 to raise awareness for
swimming lessons and water safety. There were 474 participants in the session!
*Full-Time Staff
140 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—AQUATIC CENTER
2014-2015 DIVISION GOALS
Increase number of FlowRider group sessions and lessons.
Target businesses and athletic groups for outings and team-building events.
Explore morning and evening sessions outside of regular facility hours.
Continue focus on safety, staff training and customer service.
Complete capital improvement plan equipment replacements as scheduled.
2012-2013 DIVISION ACCOMPLISHMENTS
Completed construction and launched the The Lost Wave: Flow Rider in 2012.
Continued a solid safety record with no major accidents or incidents.
Exceeded $1M in venue revenue resulting in 10% growth.
Implemented new POS system that provides improved attendance tracking, financial accuracy and marketing op-
portunities.
Implemented a healthier menu in concessions which resulted in 6% growth in concession sales.
PERFORMANCE MEASURES 2011 2012 2013
Operating revenue as a % of operating expenses 130% 116% 101%
Number of season passes sold 2,782 3,379 3,308
Number of daily admission sold NA 43,077 39,693
Number of birthday parties booked NA NA 18
Percentage of residents who, from their experience, rate the quality
of the Aquatic Center as “excellent” or “good”.
97% NA 92%
141 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—AQUATIC CENTER
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
Revenues
Retail sales 4,466$ 1,849$ 5,000$ 5,000$ 6,000$ 6,000$
Concessions sales 117,148 124,275 120,000 128,000 128,000 135,000
Memberships 418,982 472,166 468,633 488,000 487,500 515,000
Admissions 333,889 360,786 262,500 284,000 300,000 322,000
Building rental 38,898 42,870 39,000 39,000 45,000 45,000
Other fees - - - - - -
Total revenues 913,383 1,001,946 895,133 944,000 966,500 1,023,000
Expenses
Cost of sales and services 31,115 34,996 41,000 39,200 43,500 46,000
Personal services 284,211 324,705 359,223 359,223 362,211 371,593
Contractual services 94,850 217,171 148,125 138,400 159,225 162,300
Commodities 61,400 48,694 76,100 113,050 60,850 89,650
Central services 22,804 18,347 19,236 19,236 26,340 27,108
Depreciation 194,456 210,424 226,450 250,000 231,500 236,500
Bond interest 15,306 12,607 11,100 11,100 7,723 5,474
Nonoperating expense 13,885 - - - - -
Total expenses 718,027 866,944 881,234 930,209 891,349 938,625
Income 195,356 135,002 13,899 13,791 75,151 84,375
Aquatic Center Fund Financial Summary
Cost of sales and
services
4%
Personal services
40%
Contractual
services
18%
Commodities
9%
Central services
3%
Depreciation
26%
Aquatic Center Expenses by Type
142 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Arena
DIVISION OVERVIEW
Braemar Arena features three indoor, regulation-size ice sheets. Braemar is available for open skating, group rental,
adult and youth hockey and figure skating programs. The facility also offers group skating lessons for ages 4 through
adult and is home to the Braemar-City of Lakes Figure Skating Club, the Edina Hornets high school hockey teams and
the Edina Hockey Association. Braemar Arena also recently completed the addition of the Hornets Nest. The Hornets
Nest is home to the Edina High School hockey teams and provides a public-private partnership through 10,275 feet of
off-ice training and 3,000 square feet of retail.
Braemar Arena currently operates with four full time employees. During our prime season, a typical high activity time
will have one on duty supervisor, three rink attendants and two concession stand employees. During open skating
there is also an office staff person selling admissions and skate rentals. Currently Braemar Arena has four full-time em-
ployees and approximately 90 part-time employees.
DIVISION ORGANIZATIONAL CHART
The Hornets Nest, including new Zamboni room and accessible route to the East and South Arenas, was added to
Braemar Arena in 2012.
*Full-Time Staff
143 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR ARENA
2014-2015 DIVISION GOALS
Successfully host Mid-Westerns figure skating event.
Sell 95% of prime ice time.
Remodel Ballet Room to create a multipurpose space.
Replace Low E Ceiling in East Arena.
Construct a sports dome and outdoor ice rink.
2012-2013 DIVISION ACCOMPLISHMENTS
Increased ice rentals by 28% in the past three years.
Restructured the figure skating lesson program to generate additional revenues and provide higher quality services.
Changed ice resurfacing schedule from 15 to 10 minutes to generate an additional $42,000 in revenue from addi-
tional ice sales (60 - 90 minutes per weekday, 3 hours per weekend). This schedule does require more diligent dai-
ly ice maintenance.
Received a $10,000 Grant from USA Hockey/Edina Hockey for Coaches Resource Center; $5,100 grant from Ikola
Cup; $3000 grant from Edina Booster Club.
Began managing concession operations and remodeled the concessions stand.
PERFORMANCE MEASURES 2011 2012 2013
Operating revenue as a % of operating expenses 78% 69% 81%
Number of hours sold (excludes Arena programs) 5,956 6,763 8,163
Revenue from hours sold (excludes Arena programs) $1,062,949 $1,130,057 $1,400,000
Concessions stand revenues N/A $85,145 (.5
yr.)
$190,000
Percentage of residents who, from their experience, rate the quali-
ty of Braemar Arena as “excellent” or “good”.
90% NA 88%
5956 6958
8271
2011 2012 2013
Braemar Arena Ice Rentals
Number of Ice Hours Rented
144 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR ARENA
Cost of sales
and services
3%
Personal
services
37%
Contractual
services
31%
Commodities
5%
Central services
2%
Depreciation
22%
Arena Fund Expenses by Type
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
Revenues
Retail sales 2,000$ 1,736$ 4,000$ 2,000$ -$ -$
Concessions sales 4,183 85,145 191,000 190,000 190,000 202,000
Memberships 7,324 3,926 3,000 5,000 4,000 5,000
Admissions 112,151 110,497 105,000 105,000 107,000 110,000
Building rental 1,062,949 1,130,057 1,300,000 1,200,000 1,517,764 1,571,119
Rental of equipment 2,407 2,468 2,400 1,400 2,400 2,400
Class registration & other 124,421 118,606 119,000 127,000 120,000 127,000
Investment income (loss)135 139 - - - -
Other nonoperating revenue - 810,707 - - - -
Total revenues 1,315,570 2,263,281 1,724,400 1,630,400 1,941,164 2,017,519
Expenses
Cost of sales and services 1,172 37,825 75,000 76,500 80,000 85,000
Personal services 613,222 676,340 814,397 814,397 861,659 885,513
Contractual services 593,432 854,957 607,150 579,650 612,400 612,750
Commodities 89,989 102,162 94,335 87,750 95,750 96,950
Central services 40,553 40,710 42,660 42,660 57,048 58,836
Depreciation 350,633 387,375 451,658 420,000 535,000 545,000
Bond interest & other 84,455 82,831 81,320 81,320 143,308 139,907
Total expenses 1,773,456 2,182,200 2,166,520 2,102,277 2,385,165 2,423,956
Income (loss)(457,886) 81,081 (442,120) (471,877) (444,001) (406,437)
Arena Fund Financial Summary
145 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Braemar Golf Course
DIVISION OVERVIEW
Braemar Golf Course facilities include 27 regulation holes, two executive courses, a driving range, practice area, pro
shop, grill, banquet room and golf dome.
The Braemar Golf Dome offers golfers the opportunity to practice during the winter months. The Dome is also used
for sports such as soccer and lacrosse during evening hours. Group and private lessons for adults and juniors are of-
fered by the PGA professional staff at the dome and outside at the driving range during the outdoor season.
During peak season, the courses see roughly 725 golfers daily. The 500 acres of park land is carefully maintained by
our grounds maintenance staff. Our driving range is a primary metro attraction for golfers where we sell roughly
39,000 buckets of range balls in a season. Our golf professionals utilize the driving range to offer both group and pri-
vate lessons. In addition, our banquet facility, grill and patio decks accommodate approximately 225 meetings and
events of all sizes annually. Nearly 900 golfers play in one or more of Braemar’s many leagues.
The golf course has 12 FT employees with more than 100 seasonal employees.
DIVISION ORGANIZATIONAL CHART
146 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR GOLF COURSE
2014-2015 DIVISION GOALS
Add one hour golf clinics twice a month to increase revenues as well as promote the game of golf.
Complete driving range and cart path projects at Braemar Golf Course.
Formulate operating, maintenance, and capital finance decisions over the next year, and implement those decisions
in the following years, to make golf course operations a financially self-sufficient enterprise facility.
2012-2013 DIVISION ACCOMPLISHMENTS
Implemented the Braemar Fore! Loyalty Club to reward our loyal customers.
Implemented a new tree-trimming program that will not only help the health of our trees, but will help speed up
the pace of play for our golfers.
Utilized our point-of-sale system to track customer data to more efficiently serve our customers.
Integrated all group lessons to the online registration system.
Managed construction of the new Golf Dome.
PERFORMANCE MEASURES 2011 2012 2013
Operating revenue as a % of operating expenses 97% 98% 101%
Hours rented at banquet hall 1042 1020 921
Total number of rounds sold all courses 95,771 96,496 78,740
Buckets of balls sold at Driving Range 31,904 39,600 31,100
Percentage of residents who, from their experience, rate the quali-
ty of Braemar Golf Course as “excellent” or “good”.
92% NA 97%
Braemar Golf welcomed the opening of the new Golf Dome in 2013 with enhancements such as improved
lighting, new turf and a new heating system.
147 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—BRAEMAR GOLF COURSE
Cost of
sales
and
services
9%
Personal services
48%
Contractual
services
16%
Commodities
10%
Central services
4%Depreciation
13%
Bond interest
0%
Golf Fund Expenses by Type
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
Revenues
Liquor sales 145,492$ 161,040$ 140,000$ 151,000$ 173,000$ 181,200$
Retail sales 230,865 230,120 200,600 259,450 248,150 260,700
Concessions sales 203,598 223,775 176,800 248,000 244,000 256,200
Memberships 108,978 88,555 62,000 118,000 95,000 100,000
Admissions 313,735 70,049 130,000 278,000 330,000 342,000
Building rental 87,081 74,215 71,000 94,000 93,000 99,000
Equipment rental 335,161 359,484 312,050 379,600 370,400 389,800
Greens fees 1,517,962 1,661,982 1,388,000 1,818,000 1,783,000 1,870,000
Other operating revenue 338,353 356,371 302,500 399,000 393,200 417,500
Nonoperating revenue 4,516 2,623,627 - - - -
Total revenues 3,285,741 5,849,218 2,782,950 3,745,050 3,729,750 3,916,400
Expenses
Cost of sales and services 320,132 347,752 329,200 356,800 366,540 385,100
Personal services 1,564,676 1,574,394 1,838,829 1,838,829 1,828,701 1,879,494
Contractual services 628,347 489,372 477,050 597,750 633,455 642,300
Commodities 329,006 344,549 374,450 383,900 412,800 436,900
Central services 128,266 134,496 141,840 141,840 128,628 132,588
Depreciation 408,147 395,953 472,482 404,500 565,000 570,000
Bond interest 12,375 6,676 3,100 3,100 - -
Total expenses 3,390,949 3,293,192 3,636,951 3,726,719 3,935,124 4,046,382
Income (loss)(105,208) 2,556,026 (854,001) 18,331 (205,374) (129,982)
Golf Fund Financial Summary
148 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Centennial Lakes Park
DIVISION OVERVIEW
Centennial Lakes Park provides a very unique social and recreational experience for Edina and the metropolitan area.
The 24-acre site features more than 1.5 miles of paved pathways meandering around a 10-acre lake and boasts numer-
ous amenities including an amphitheater, putting course, lawn games area, paddleboats, fishing, winter ice skating, ban-
quet space, and a farmers market. The park and the adjacent Edina Promenade, also has a number of sculptures and
works of public art for visitors to enjoy.
Staffing at Centennial Lakes consists of a FT General Manager, Assistant Park Manager, 3 Maintenance Technicians, and
35 PT seasonal staffing for Concessions, Horticulture and Maintenance.
Centennial Lakes has historically run an annual operating loss that is subsidized by the Centennial Lakes dedication
fund.
DIVISION ORGANIZATIONAL CHART
Centennial Lakes Farmers Market was named one of the Top 10 Metro Farmers Markets by City Pages
in 2012.
*Full-Time Staff
149 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—CENTENNIAL LAKES PARK
2014-2015 DIVISION GOALS
Expand dock area at the Clubhouse to accommodate additional paddleboats to increase paddleboat revenues by
10%.
Remodel front concessions counter in Pavilion.
Improve the aesthetics of the streetscapes on Parklawn Avenue, 76th Street and Minnesota Drive.
Complete construction of Phase 4 of the Edina Promenade.
2012-2013 DIVISION ACCOMPLISHMENTS
Renovated putting greens.
Built new restroom addition on south side of pavilion.
Increased ice rink revenues to a record $106k during 2012-13 season.
Added new accessible restrooms for the public.
Added an EBT program for customers.
PERFORMANCE MEASURES 2011 2012 2013
Operating revenue as a % of operating expenses 77% 82% 79%
Number of facility rentals 201 243 200
Number of putting course rounds 23,690 21,584 21,370
Number of Paddleboat Rentals 5906 6180 6015
Percentage of residents who, from their experience, rate the quality
of Centennial Lakes Park as “excellent” or “good”. 99% NA 100%
150 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—CENTENNIAL LAKES PARK
Cost of sales and
services
2%
Personal services
61%
Contractual services
17%
Commodities
11%
Central services
5%
Depreciation
4%
Centennial Average Expenses by Type
2011*2012 2013 2013 2014 2015
Estimated Actual Estimated Budget Budget Budget
Revenues
Concessions sales 27,460$ 28,641$ 34,000$ 34,000$ 34,000$ 34,000$
Building rental 105,570 112,756 108,000 105,000 111,000 114,000
Equipment rental 101,749 112,542 111,000 109,000 121,000 128,000
Greens fees 179,615 183,873 180,000 205,000 200,000 205,000
Association fees and other 271,300 275,884 305,000 305,000 305,000 305,000
Investment income 95,866 28,921 - 38,500 27,500 25,000
Other nonoperating revenue 3,540 - - - - -
Total revenues 785,100 742,617 738,000 796,500 798,500 811,000
Expenses
Cost of sales and services 11,702 10,004 17,000 17,000 14,000 14,000
Personal services 526,907 527,627 588,069 588,069 606,641 623,683
Contractual services 144,663 142,006 172,250 140,650 166,885 177,625
Commodities 119,651 100,902 100,800 102,400 117,800 108,300
Central services 41,211 49,909 52,200 52,200 49,812 51,252
Depreciation 46,505 38,829 34,540 57,000 37,500 40,000
Total expenses 890,639 869,277 964,859 957,319 992,638 1,014,860
Income (loss)(105,539) (126,660) (226,859) (160,819) (194,138) (203,860)
Centennial Lakes Fund Financial Summary
151 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT
Edinborough Park
DIVISION OVERVIEW
Edinborough Park is Minnesota’s unique indoor public park. The enclosed, one-acre park includes a swimming pool, a
running track and fitness equipment, multi-purpose activity area, 250-seat amphitheater, a renovated Grotto, and Ad-
venture Peak. One of the most unique features of the park is Adventure Peak, which is the largest and tallest indoor
play structure in the region. Each week during the school year, there is free entertainment consisting of music, dance,
theater and visual arts programs that attract children, parents and grandparents.
Edinborough Park has six full time employees, including the General Manager, Assistant Manager, and Maintenance Co-
ordinator that have shared responsibilities with the Aquatic Center, and 3 FT Maintenance Coordinators dedicated
solely to Edinborough Park. The PT staff consists of 15 guest services staff, 10 concessions staff, three maintenance
staff and one birthday party coordinator.
Revenue is generated by season passes, daily admissions, birthday parties, facility rentals and Association fees charged
to neighboring residents and businesses. Edinborough Park has historically run an operating loss that is subsidized out
of the Edinborough Park dedication fund.
DIVISION ORGANIZATIONAL CHART
Edinborough Park was voted best birthday party place by Edina Magazine and best indoor park by
WCCO.
*Full-Time Staff
152 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—EDINBOROUGH PARK
2014-2015 DIVISION GOALS
Increase concession revenue by advertising Birthday Party food packages.
Increase usage of pool/track with renovation to the locker rooms and improvements to the pool shell and deck.
Increase usage of Amphitheater and generate new revenue with additional programming.
Complete capital improvement plan equipment replacements as scheduled.
2012-2013 DIVISION ACCOMPLISHMENTS
Reported overall paid attendance for Edinborough Park at 222,852 guests, which included daily admissions, mem-
bership check-ins and birthday party guests.
Renovated Grotto area to be more open, handicap accessible and available for new programming opportunities.
Sold 1,270 Birthday Party Packages in 2012 and increased revenue by 11%, which totaled $166,342.
Generated $53,000 in revenue from a partnership with the Edina Swim Club.
PERFORMANCE MEASURES 2011 2012 2013
Operating revenue as a % of operating expenses 85% 92% 80%
Number of daily admissions sold 146,341 134,696 127,705
Number of birthday parties 1331 1270 1029
Percentage of residents who, from their experience, rate the quality
of Edinborough Park as “excellent” or “good”.
96% NA 94%
153 CITY OF EDINA, MINNESOTA
PARKS & RECREATION DEPARTMENT—EDINBOROUGH PARK
2011*2012 2013 2013 2014 2015
Estimated Actual Estimated Budget Budget Budget
Revenues
Concessions sales 52,975$ 120,183$ 167,360$ 185,000$ 165,000$ 175,000$
Memberships 54,436 50,348 56,000 56,000 60,000 60,000
Admissions 654,971 646,399 805,000 626,000 650,000 665,000
Building rental 208,865 166,342 177,000 150,000 152,000 164,000
Equipment rental 20,364 14,142 8,000 8,500 9,800 9,800
Association fees and other 202,488 246,039 267,200 214,200 275,000 281,000
Investment income 95,866 37,133 33,250 33,250 25,000 15,000
Other nonoperating revenues - - - - - -
Total revenues 1,289,965 1,280,586 1,513,810 1,272,950 1,336,800 1,369,800
Expenses
Cost of sales and services 70,603 41,237 88,000 105,000 95,000 105,000
Personal services 637,147 654,628 713,484 713,484 725,075 745,581
Contractual services 318,858 302,340 346,500 319,000 358,000 362,650
Commodities 169,991 141,675 171,850 187,700 184,150 183,450
Central services 51,851 54,010 57,096 57,096 51,708 53,316
Depreciation 160,199 161,395 159,430 175,000 161,750 166,750
Total expenses 1,408,649 1,355,285 1,536,360 1,557,280 1,575,683 1,616,747
Income (loss)(118,684) (74,699) (22,550) (284,330) (238,883) (246,947)
Edinborough Fund Financial Summary
Cost of sales and
services
6%
Personal services
46%Contractual
services
22%
Commodities
11%
Central services
4%Depreciation
11%
Edinborough Average Expenses by Type
154 CITY OF EDINA, MINNESOTA
C OMMUNITY DEVELOPMENT DEPARTMENT
Cary Teague, Director
cteague@EdinaMN.gov 952-826-0460
DEPARTMENT OVERVIEW
The mission of the Edina Community Development Department is to promote the health, safety and welfare of our
residents, neighborhoods, and districts through orderly land use and development as well as the preservation of our
historic and natural resources in an efficient and effective manner. The Community Development Department is re-
sponsible for planning and zoning, housing and redevelopment, and is responsible for estimating the market value and
determining the classification of each piece of property in the City of Edina for property tax purposes.
MAJOR SERVICE AREAS
Planning
Zoning
Heritage Preservation
Residential Appraisal
Sign Permits
Commercial Appraisal
DEPARTMENT ORGANIZATIONAL CHART
In 2013, the Edina hired Minnesota’s first Residential Redevelopment
Coordinator.
155 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
PERFORMANCE MEASURES 2011 2012 2013
Number of processed applications and plans reviewed N/A 471 500
Number of residential property inspections 5,459 4,033 3,227*
Number of Special Assessments levied 18 21 17
2014-2015 DEPARTMENTAL GOALS
Continue to monitor, improve and explore ways to minimize impacts regarding residential redevelopment impacts.
Manage the City’s liaison and research duties, including attendance and observation of meetings of the Metropoli-
tan Airports Commission (MAC) and the MAC’s Noise Oversight Committee (NOC), related to aviation noise.
Value all taxable parcels annually and meet the minimum target sales ratio, as required by the County Assessor
2012-2013 DEPARTMENT ACCOMPLISHMENTS
The Planning Division applied for and received a Livable Communities Grant through the Met Council to provide
$1.1 million for contamination cleanup grants at Pentagon Park.
Completed the Grandview District Development Framework.
Completed the Residential Redevelopment Ordinance including public input and City Council approval.
*as of 11/15/2013
156 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Planning 467,870$ 502,165$ 553,526$ 504,926$ 686,837$ 679,087$
Assessing 757,287 817,962 882,829 882,829 908,194 933,073
General fund subtotal 1,225,157 1,320,127 1,436,355 1,387,755 1,595,031 1,612,160
Other Funds
Community Development
Block Grant 108,067 16,543 100,000 145,365 105,000 100,000
Construction 63,573 31,666 - - - 30,000
Department Total Budget 1,396,797$ 1,368,336$ 1,536,355$ 1,533,120$ 1,700,031$ 1,742,160$
Community Development Department Expenditures
Planning
44%
Assessing
56%
Expenditures by Division
157 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
Assessing Division
DIVISION OVERVIEW
The Assessing Division conducts quintile field inspections (Minnesota Statute 273.08) and performs annual classification
and valuation of Edina’s 21,245 real estate parcels. In addition, once every six years, the division must appraise all
exempt properties. Accepted approaches (cost, market comparison and income approach) to property valuation are
considered in the appraisal process. Each year, all tangible changes to property that may affect value are physically
inspected using building permits as an informational source. Statistical analysis is performed on more than 450
residential sales and existing assessor’s market values each year, forming a basis for annual adjustments to value. Sales
and the analysis of available income and expense data help determine adjustments to commercial, industrial, and
apartment values. The division’s work culminates each year with the Board of Appeal & Equalization. Hundreds of
inquiries and reviews are handled each year prior to that meeting. Throughout the year, staff also manages appeals on
commercial/industrial and apartment properties in Minnesota Tax Court.
Hennepin County municipalities compare, coordinate and discuss ratios of assessor’s values to sale prices to ensure an
acceptable level of assessment and equity between jurisdictions. These ratios indicate the quality of our assessment and
are monitored and corrected (if necessary) by the Department of Revenue.
The Assessing Division is also responsible for certification and collection of special assessments.
DIVISION ORGANIZATIONAL CHART
158 CITY OF EDINA, MINNESOTA
2014-2015 DIVISION GOALS
Physically inspect and revalue 20 percent of all real property, as required by statute.
Value all taxable parcels annually and meet the minimum target sales ratio, as required by the County Assessor.
Participate in the implementation and training for the new Assessment and Taxes program with Hennepin County.
2012-2013 DIVISION ACCOMPLISHMENTS
Completed the 2013 assessment with a median sales ratio of 95.9 percent and a coefficient of dispersion of 6.2
percent.
Physically inspected and revalued 20 percent of all real property, as required by statute.
Valued all taxable parcels annually and met the minimum target sales ratio, as required by the County Assessor.
PERFORMANCE MEASURES 2011 2012 2013
Appraisal value to actual sales value ratio 95.7 95.8 95.8
Board of Appeal and Equalization cases heard 4 6 6
Minnesota Tax Court petitions filed 125 108 65
COMMUNITY DEVELOPMENT DEPARTMENT—ASSESSING DIVISION
159 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT—ASSESSING DIVISION
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 603,368$ 661,057$ 699,228$ 699,228$ 718,416$ 738,949$
Contractual services 93,336 93,802 113,441 113,441 116,246 118,720
Commodities 1,101 1,283 2,900 2,900 2,900 2,900
Central Services 59,482 61,820 67,260 67,260 70,632 72,504
Construction Fund
Equipment replacement - - - - - 30,000
Total 757,287$ 817,962$ 882,829$ 882,829$ 908,194$ 963,073$
Assessing Division Expenditures
Personal services
79%
Contractual
services
12%
Commodities
1%Central
Services
8%
Expenditures by Type
160 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT
Planning Division
DIVISION OVERVIEW
The Planning Division is primarily responsible for the review and management of development and redevelopment in
the City of Edina. The division coordinates the preparation of a Comprehensive Plan, including the City's long-range
guide to how property should be developed or redeveloped.
Within the context of the Comprehensive Plan, the division administers the City's zoning ordinances, which govern
how property can be used. Planning staff provides recommendations to the Planning Commission and City Council on
all land use issues. The Planning Division also acts as the staff liaison to the Edina Heritage Preservation Board and the
Edina Housing Foundation.
In a typical year, the Planning Division will process 75 variance requests; submit to the City Council between 20 and 30
requests for subdivision, rezoning, site plan and conditional use permit approval; process 100 sign permits and adminis-
ter $150,000 in Community Development Block Grant funding.
DIVISION ORGANIZATIONAL CHART
The Planning Division received a Livable Communities Grant through the Metropolitan Council to provide
$1.1 million for contamination cleanup grants at Pentagon Park.
161 CITY OF EDINA, MINNESOTA
2014-2015 DIVISION GOALS
Review and update the Planning Division website to make it more user friendly with more project information
Facilitate the development of a master redevelopment plan for Pentagon Park.
Complete, or have a draft of, a small area plan for Wooddale and Valley View.
2012-2013 DIVISION ACCOMPLISHMENTS
Applied for and received a Livable Communities Grant through the Met Council to provide $1.1 million for con-
tamination cleanup grants at Pentagon Park.
Completed the Grandview District Development Framework.
Hired the State’s first Residential Redevelopment Coordinator.
Revised the City’s Zoning Ordinance to address residential redevelopment.
PERFORMANCE MEASURES 2011 2012 2013
Grandview Development Framework In Process Completed Phase III
Number of Conditional Use Permits submitted 2 5 3
Number of New Home permits reviewed 54 97 127
Number of Sign Permits submitted 132 130 157
Number of Sketch Plans submitted 1 6 5
Number of Variance applications submitted 13 14 23
Number of Subdivision applications submitted 7 3 7
Number of Rezoning applications submitted 2 2 3
COMMUNITY DEVELOPMENT DEPARTMENT—PLANNING DIVISION
*as of 11/18/2013
162 CITY OF EDINA, MINNESOTA
COMMUNITY DEVELOPMENT DEPARTMENT— PLANNING DIVISION
Personal services
65%
Contractual
services
25%
Commodities
3%Central
Services
7%
Planning Expenditures by Type
2011 2012 2013 2013 2014 2015
Actual Actual Estimated Budget Budget Budget
General Fund
Personal services 380,416$ 391,560$ 414,842$ 414,842$ 522,989$ 537,915$
Contractual services 39,254 66,550 87,300 38,700 112,900 88,000
Commodities 1,645 2,527 6,000 6,000 5,000 6,000
Central Services 46,555 41,528 45,384 45,384 45,948 47,172
CDBG Fund
Contractual services 108,067 16,543 100,000 145,365 105,000 100,000
Construction Fund
Capital outlay 63,573 31,666 - - - -
Total 639,510$ 550,374$ 653,526$ 650,291$ 791,837$ 779,087$
Planning Division Expenditures
For living, learning, raising families, and doing business.
City of Edina
COMMUNITY PROFILE
164 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
MARKET VALUE OF PROPERTY: LAST TEN FISCAL YEARS
Although the City has been nearly fully developed and our borders haven't changed for many years, total market value
of properties in the City has grown. Like many communities, property values dropped somewhat after 2009, but the
drop in Edina was not as severe as many other places.
Estimated Taxable
8,053$ 7,668$
8,713 8,536
9,619 9,452
9,987 9,929
10,112 10,079
9,960 9,950
9,442 9,432
9,179 9,026
8,955 8,799
9,085 8,933
Source: Hennepin County Taxpayer Services.
2014
Year
2010
2011
2012
2013
Market Value (In millions) a
2009
Fiscal
2007
2008
2005
2006
a Property in the City is assessed annually. Assessed value is equal to market value, although taxable value may be different, as shown.
The City receives reports from Hennepin County showing total market value, but not separated by property classification.
$-
$2,000
$4,000
$6,000
$8,000
$10,000
$12,000
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
Estimated market value of taxable property (in
millions)
165 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
TOP TEN TAX PAYERS
The City of Edina's local economy is healthy and diverse. There are several large tax payers in the City that are im-
portant but none is dominant. Edina is not overly reliant on one business or industry.
Percentage
of Total
Tax Capacity Rank Capacity
Southdale Shopping Center 2,373,048$ 1 2.18%
Galleria Shopping Center 1,271,050 2 1.17%
Southdale Office Park 686,102 3 0.63%
Centennial Lakes Retail 670,848 4 0.62%
Southdale Medical Building 620,285 5 0.57%
Centennial Lakes Phase V 553,770 6 0.51%
Centennial Lakes Phase IV 543,040 7 0.50%
National Car 484,530 8 0.44%
Target 439,250 9 0.40%
Hellmuth & Johnson 358,912 10 0.33%
Totals 8,000,835$ 7.34%
Source: City of Edina Assessing Office
2012
Taxpayer
Centennial Lakes, Edina
166 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
TOP TEN EMPLOYERS
The City of Edina's local economy is healthy and diverse. There are several large employers in the City that are im-
portant but none is dominant. Edina is not overly reliant on one employer or industry.
Percentage of
Total City
Employees Rank Employment
Fairview Southdale Hospital 1,000 1 4.39%
Macy's (Marshall Field's or Dayton's)1,000 2 4.39%
BI Worldwide 1,000 3 4.39%
Universal Hospital Service Inc.1,000 4 4.39%
Edina Public Schools ISD #273 600 5 2.64%
Promenade Salon Concepts 500 6 2.20%
Regis Salons Division 500 7 2.20%
Regis Franchise Division 500 8 2.20%
Master Cuts Division 500 9 2.20%
Smart Style Family Hair Care 500 10 2.20%
Totals 7,100 31.20%
2012
Employer
Sources:
2012 data from www.mnprospector.com and ISD #273's 2011 annual report. For data obtained from
www.mnprospector.com, low number in the range was used.
167 CITY OF EDINA, MINNESOTA
COMMUNITY PROFILE
EDUCATION AND WORKFORCE
TAXES
Each blue diamond indicates a different city in the MSP area. Includes all cities with population 25,000-100,000
2013 Taxes per LMC Property Tax Calculator
2012 Population per Met Council estimate
Edina
$500
$1,000
$1,500
$2,000
$2,500
$3,000
$3,500
20,000 30,000 40,000 50,000 60,000 70,000 80,000 90,000
Ci
t
y
T
a
x
e
s
o
n
$
4
0
0
,
0
0
h
o
u
s
e
Population
Property Taxes in the MSP Metro Area
Sources:
Population data from U.S. Census Bureau/Metropolitan Council.
High school graduation rate data from U.S. Census Bureau for all of Hennepin County.
Unemployment rate data from State of Minnesota Department of Employment and Economic Development.
High School
Graduation Unemployment
Population Rate Rate
47,570 91.5%4.10%
48,156 93.3%3.90%
47,448 92.1%3.30%
46,896 92.0%3.00%
47,090 92.0%3.45%
48,169 92.0%4.33%
48,169 92.4%6.38%
47,941 91.6%5.56%
48,262 92.2%5.25%
48,262 97.4%4.56%2012
2009
2010
Fiscal
Year
2008
2007
2006
2005
2004
2003
2011
168 CITY OF EDINA, MINNESOTA
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For living, learning, raising families, and doing business.
City of Edina
GLOSSARY
170 CITY OF EDINA, MINNESOTA
G LOSSARY
Accounting – A system to measure and communicate financial information about an organization, including annual
results and current position. It has been called the “language of business”.
Accrual basis of accounting – A method of accounting for transactions by recording revenues when they are
earned (whether cash is received at the same time or not) and recording expenses when goods and services are
received (whether cash is paid at the same time or not).
Adopted budget – The City Council adopts a financial plan for a fiscal year, including revenues and other financing
sources as well as expenditures, expenses and other uses.
Appropriation – An authorization made by the legislative body of a government which permits officials to incur
obligations against and to make expenditures of governmental resources.
Assessed valuation – Market value for all real or personal property equals the price that a property would command
under competitive, open-market conditions, at the time the property is assessed. The City Assessor’s Office
determines assessed valuation. In Minnesota there is a one year delay between the time a property is valued and the
payment of taxes based on that value.
Asset – An accounting term. Any tangible or intangible economic resource that is capable of producing future value
can be considered an asset. Assets are shown on the balance sheet. Asset values are sometimes estimated as of the
balance sheet date.
Balance sheet – Summarizes an entity’s financial position on a specific date, often the last day of the fiscal year. The
balance sheet is sometimes described as a “snapshot of an entity’s financial position”. Governmental accounting
sometimes uses alternative words or phrases to describe financial documents similar to a balance sheet, such as
“Statement of Net Position” or “Statement of Fund Net Position”.
Bond – A written promise to pay (debt) a specified sum of money (called principal, par or face value) at a specified
future date (called the maturity date(s)) along with periodic interest paid at a specified percentage of the principal
(interest rate). Bonds are typically used for long-term debt.
Capital asset – An accounting term used to describe assets with significant value and having a useful life of several
years. Capital assets are sometimes called fixed assets.
Capital Improvement Plan (CIP) – A plan to prioritize expenditures for significant projects and match financing to
pay the project costs. The City of Edina prepares a five-year CIP every two years.
Capital outlay – Expenditures for the acquisition of capital assets.
Capital projects fund – A type of fund defined by GASB. Capital projects funds are used to account for all financial
resources that are restricted, committed, or assigned to expenditures for capital outlay, other than those financed by
proprietary funds. The City of Edina has one capital projects fund that we call the Construction fund.
171 CITY OF EDINA, MINNESOTA
GLOSSARY
Central services – The City of Edina is a diverse organization that has several departments, divisions and business
units. There are some common costs (overhead) like property and liability insurance, IT services, building maintenance
and equipment maintenance that we have found are most efficiently performed centrally for all of our business units.
The term central service is how we describe our system for allocating the costs of this overhead to the business units
that benefit from them. Sometimes other cities will use the term “internal service”, which describes the same goal but
is a slightly different process with different accounting rules.
City Council – Five elected leaders, including the mayor, that represent the legislative arm of local government in
Edina.
Community Development Block Grant (CDBG) – The CDBG program is a federal program that dates back to
1974, and exists to provide communities with resources to address a wide range of unique community development
needs. The City of Edina receives CDBG funding through Hennepin County.
Debt service – Payment of interest and repayment of principal to holders of a government’s debt instruments.
Debt service fund – A type of fund defined by GASB. Debt service funds are used to account for all financial
resources that are restricted, committed, or assigned to expenditures for principal and interest. The City of Edina has
one debt service fund that we call the Debt Service fund.
Deficit – (1) May be used when discussing an entity’s balance sheet where liabilities exceed assets (2) Also may be
used when discussing an entity’s income statement where expenditures or expenses exceed revenues during an
accounting period.
Depreciation – A system of allocating the cost of a capital asset over its useful life. The City of Edina uses
depreciation in our enterprise funds, but not our governmental funds.
Enterprise fund – A type of fund defined by GASB. Enterprise funds use full accrual accounting. The City of Edina
has eight enterprise funds; Utilities fund, Liquor fund, Aquatic Center fund, Golf Course fund, Arena fund, Art Center
fund, Edinborough fund, and Centennial Lakes fund.
Expenditure – An accounting term often used when discussing governmental or modified accrual accounting.
Expenditures are generally recorded when a liability is incurred, as expenses are recorded under accrual accounting.
However, some changes in long-term liabilities, like debt service or compensated absences, are recorded as
expenditures only when payment is due.
Expense – An accounting term. Expenses include outflows of economic resources or depletions of assets during a
period of time, like a month, quarter, or fiscal year.
Fiscal disparities – A program in the Minneapolis/St. Paul (MSP) metropolitan area in which a portion of the
commercial and industrial property value of each city and township is contributed to a tax base sharing pool. Each city
and township then receives a distribution of property value from the pool based on market value and population in
each city.
Franchise fee – Sometimes called a franchise tax, this is revenue the City of Edina collects from a company in ex-
change for granting the right or license to market that company’s goods or services in the City’s borders. The City of
Edina currently receives franchise fee revenue from Comcast Cable, Xcel Energy, and Centerpoint Energy.
172 CITY OF EDINA, MINNESOTA
GLOSSARY
Generally Accepted Accounting Principles (GAAP) – The body of rules that govern accounting. The City of
Edina uses accounting principles generally accepted in the United States for local governments. The Governmental
Accounting Standards Board (GASB) is an influential body that sets GAAP. GAAP is enforced through the audit
process, when auditors render opinions on the fairness of financial statement presentations in conformity with GAAP.
Governmental Accounting Standards Board (GASB) – An independent, non-governmental organization that is
the official source of Generally Accepted Accounting Principles (GAAP) used by State and Local governments in the
United States, including the City of Edina. The GASB was established in 1984 by agreement of the Financial Accounting
Foundation (FAF) and 10 national associations of state and local government officials.
Governmental funds – A category of funds that always includes a governmental entity’s general fund, special
revenue funds, capital projects funds and debt service funds. Governmental funds use the modified accrual basis of
accounting with revenues recognized in the accounting period in which they become available and measurable.
Expenditures are generally recorded when a liability is incurred, as expenses are recorded under accrual accounting.
However, some changes in long-term liabilities, like debt service or compensated absences, are recorded as
expenditures only when payment is due.
Government Finance Officers Association (GFOA) – A professional association of local government finance
officers in the United States and Canada, headquartered in downtown Chicago. The purpose of the Government
Finance Officers Association is to enhance and promote the professional management of governments for the public
benefit by identifying and developing financial policies and best practices and promoting their use through education,
training, facilitation of member networking, and leadership.
Homestead market value exclusion – Property that is homesteaded is eligible to receive the Homestead market
value exclusion. The Homestead market value exclusion causes the amount of value that is taxable to be reduced by
excluding a portion of a property’s estimated market value.
Housing and Redevelopment Authority (HRA) – The Edina HRA is an entity legally separate from the City,
established in 1974 for the purpose of undertaking urban redevelopment projects and assisting with the development
of affordable housing. The members of the City Council comprise the five-member board of commissioners of the
HRA.
Income statement – Summarizes an entity’s revenues and expenses or expenditures for a specified accounting
period, such as a month, quarter, or fiscal year. The income statement is sometimes also called the profit and loss
(P&L), statement of operations, earnings statement or other similar term. Governmental accounting sometimes uses
additional alternative words or phrases to describe financial documents similar to an income statement, such as
“Statement of Activities”, “Statement of Revenues, Expenditures, and Changes in Fund Balances” (governmental funds),
or “Statement of Revenues, Expenses, and Changes in Fund Net Position/Equity” (proprietary or enterprise Funds).
League of Minnesota Cities (LMC) – The LMC is a membership organization dedicated to promoting excellence
in local government. The League serves its more than 800 member cities, including Edina, through advocacy, education
and training, policy development, risk management, and other services.
Levy limit – The amount a local unit of government is permitted to levy for specific services under state law. Annual
levy limits, when applicable, are set by the State Legislature.
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GLOSSARY
Liability – An accounting term. A liability is an obligation arising from past events, the settlement of which is expected
to result in an outflow of resources (assets). Liabilities are shown on the balance sheet. Liability values are sometimes
estimated as of the balance sheet date.
Local Government Aid (LGA) – A Minnesota State government revenue sharing program for cities with low
property wealth or high service burdens that is intended to provide an alternative to the property tax. The City of
Edina doesn’t receive LGA.
Local sales taxes – A local tax levied on the sale of goods and services to be used for specific purposes by a local
government. The City of Edina doesn’t impose or collect any local sales taxes.
Municipal Legislative Commission (MLC) – The MLC is a lobbying group that provides a voice at the state capi-
tal for 16 suburban communities, including Edina, sharing common demographic, economic and tax base
characteristics.
Pedestrian and Cyclist Safety (PACS) – In 2013 the City began collecting franchise fee revenue from both Xcel
and CenterPoint customers to be used for the creation, maintenance and improvement of non-motorized
transportation facilities in Edina.
Property tax levy – The City of Edina goes through a budget process to determine what services we will provide,
what those services will cost, and where we will get the money. The City Council sets the annual property tax levy,
which is then certified to Hennepin County for collection.
Property tax refund – The State of Minnesota has a program to partially refund property taxes to those taxpayers
whose property taxes are out of proportion with their incomes, according to program guidelines. The program is
available to homeowners and renters.
Quality of Life survey (QLS) – A survey of residents commissioned by the City of Edina designed to provide
performance feedback to the City Council and city staff.
Revenue – An accounting term. Revenues include money an organization receives during a period of time, like a
month, quarter, or fiscal year.
Special assessment – The City places a financial lien against a property to recoup the cost of certain improvements
or services provided to a property, such as a street or utility improvement or unpaid utility services.
Special revenue fund – A type of fund defined by GASB. Special revenue funds are used to account for all financial
resources that are restricted or committed to expenditures for specified purposes other than debt service or capital
projects. The City of Edina has five special revenue funds; HRA fund, PACS fund, CDBG fund, Police Special Revenue
fund, and Braemar Memorial fund.
State general property tax – The State of Minnesota imposes property taxes on commercial, industrial, and
seasonal recreational properties.
Tax capacity – The valuation of property based on market value and class rates. For properties in Edina, the City
Assessor’s office sets the value, the State of Minnesota sets the class rates, and Hennepin County performs the
calculation.
174 CITY OF EDINA, MINNESOTA
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For living, learning, raising families, and doing business.
City of Edina
APPENDIX
176 CITY OF EDINA, MINNESOTA
F INANCIAL MANAGEMENT POLICIES
PURPOSE
The City of Edina has a responsibility to provide quality services to its residents, and considers it important to do so in
a fiscally responsible fashion designed to keep services and taxes as consistent as possible over time. These financial
management policies are meant to serve as the framework upon which consistent operations may be built and sus-
tained.
OPERATING BUDGET POLICIES
Scope. It is the City’s policy to budget for all governmental and enterprise funds.
Accounting. The governmental funds use the modified accrual basis of accounting for budgeting and reporting pur-
poses. Revenues are recognized as soon as they are both measurable and available. Revenues are considered to be
available when they are collectible within the current period or soon enough thereafter to pay liabilities for the current
period. The City considers all revenues, except reimbursement grants, to be available if they are collected within 60
days of the end of the current fiscal period. Expenditures generally are recorded when a liability is incurred. However,
debt service expenditures, as well as expenditures related to compensated absences and claims and judgments are rec-
orded only when payment is due.
The Enterprise Funds use the accrual basis of accounting for budgeting and reporting purposes. Revenues are recorded
when earned and expenses are recorded when a liability is incurred, regardless of the timing of related cash flows.
Property taxes are recognized as revenue in the year for which they are levied. Grants and similar items are recognized
as revenue as soon as all eligibility requirements imposed by the provider have been met.
Stakeholder Input. The annual budget process is intended to weigh all competing requests for City resources within
expected fiscal constraints. Requests for new programs made outside the annual budget process are discouraged. The
City will provide ample time and opportunity for public input into its budget process every year.
Balanced Budget Adoption. The operating budget for the General Fund will be balanced. The City will not use in-
ternal or external short-term borrowing, asset sales, or one-time accounting changes to balance the General Fund
budget. The balanced budget will include a reasonable annual appropriation for contingencies.
Budgetary Controls. The legal level of budgetary control is at the department level within the General Fund even
though budgetary data is presented at lower levels (personal services, contractual services, commodities, and central
services). Expenditures may not legally exceed appropriations by department unless offset by increases in revenues. All
unencumbered appropriations lapse at year-end.
The City Manager may approve budgetary transfers. The City Council may approve supplemental appropriations.
177 CITY OF EDINA, MINNESOTA
FINANCIAL MANAGEMENT POLICIES
Monitoring. Department Directors are responsible for administration of their respective department budgets. Such
responsibility includes reviewing monthly financial reports to detect errors and assess progress, staying within budget
authorization, and submitting requests for budget adjustments, when required.
REVENUE POLICIES
Policies. The City will endeavor to maintain a diversified and stable revenue system to shelter programs and services
from short-term fluctuations in any single revenue source.
Property Taxes. It is beneficial for residents and for the City to keep tax rates low and consistent from year to year.
The City will strive to proactively avoid large increases in the operating budget levy.
Fees and Charges. The City shall establish user charges and fees for General Fund program activities at a level relat-
ed to the full cost of providing the services. Components of the user charges shall include direct and indirect costs of
providing the service. The City will also consider policy objectives and market rates when setting fees.
Transfers. Transfers should not be used as a revenue source to balance the operating budget except for the annual
transfer from our liquor operations.
Investment Income. The City will reasonably budget for investment revenue in our operating budget based on the
conservative investment strategy outlined in our investment policy (under separate cover).
FUND BALANCE POLICIES
Definitions. The term fund balance describes the net assets of the City’s governmental funds calculated in accordance
with generally accepted accounting principles (GAAP). GAAP further divides fund balance into five categories; non-
spendable fund balance, restricted fund balance, committed fund balance, assigned fund balance, and unassigned fund bal-
ance.
Nonspendable fund balance consists of amounts that cannot be spent because they are not in spendable form, such
as prepaid items.
Restricted fund balance consists of amounts related to externally imposed constraints established by creditors,
grantors or contributors; or constraints imposed by state statutory provisions.
Committed fund balance consists of amounts that are constrained for specific purposes that are internally imposed
by formal action (resolution) of the City Council. Those committed amounts cannot be used for any other purpose
unless City Council removes or changes the specified use by taking the same type of action it employed to previ-
ously commit those amounts.
Assigned fund balance consists of amounts intended to be used by the City for specific purposes but do not meet
the criteria to be classified as restricted or committed. In governmental funds other than the general fund, assigned
fund balance represents the remaining amount that is not restricted or committed. In the general fund, assigned
amounts represent intended uses established by the City Council.
Unassigned fund balance is the residual classification for the general fund and also reflects negative residual amounts
in other funds.
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FINANCIAL MANAGEMENT POLICIES
Policies. At the end of each fiscal year, the City will maintain nonspendable and restricted fund balance equal to the
amounts required by GAAP for a variety of purposes, including but not limited to: prepaid expenditures, park dedica-
tion fees, E-911 funds, forfeiture funds, and other assets restricted by grantors, contributors, creditors, or enabling leg-
islation.
At the end of each fiscal year, the City will maintain committed fund balance constrained for specific purposes by City
Council.
At the end of each fiscal year, the City will maintain assigned fund balance in the General Fund for investments as calcu-
lated by the difference between market value and amortized value of investments held by the City at year-end. The
City will also maintain assigned fund balance in the General Fund for Compensated Absences of 40% of the actual full-
accrual General Fund liability for compensated absences.
At the end of each fiscal year, the City’s goal is to maintain unassigned fund balance for Cash Flow in the General Fund
in a range equal to 42-47% of the subsequent year’s budgeted tax revenue. In the event that unassigned fund balance
falls above or below the desired range, the Finance Director shall report such amounts to the City Council as soon as
practicable after the end of the fiscal year. Should the actual amount of unassigned fund balance fall below the desired
range, the City shall create a plan to restore the appropriate levels. Should the actual amount of unassigned fund bal-
ance fall above the desired range, any excess funds will remain unassigned pending the Council’s final decision concern-
ing transfer to another fund. It is the policy of the City that, to the extent possible, such excess funds will be trans-
ferred to the Construction Fund to support capital improvements and equipment.
Available fund balances shall not be used for ongoing operating expenditures.
When both restricted and unrestricted resources are available for use, it is the City’s policy to first use restricted re-
sources, then use unrestricted resources as they are needed.
When committed, assigned, or unassigned resources are available for use, it is the City’s policy to use resources in the
following order: 1) committed, 2) assigned, and 3) unassigned.
CAPITAL OUTLAY POLICIES
Equipment Replacement Program. The City strives to maintain its physical assets at a level that minimizes future
repair and maintenance costs. To accomplish this goal, the City has established the Equipment Replacement Program to
annually budget and set aside funds for the timely replacement of City equipment.
The City’s Equipment Replacement Program includes equipment used for General Fund programs.
Capital Improvement Plan (CIP). The goal of the City’s CIP is to develop a comprehensive program for use by
decision makers to guide capital investments based on an assessment of the community’s needs, taking into account the
best use of limited resources while providing efficient and effective municipal services.
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FINANCIAL MANAGEMENT POLICIES
The City will develop a five-year plan for capital improvements and update it annually. The CIP process includes analyz-
ing projects contributing to the public health and welfare, projects helping to maintain and improve the efficiency of the
existing systems, and projects that define a future need within the community.
The City will identify the estimated cost and potential funding sources for each capital project proposal in the CIP. Pur-
chase contracts for equipment and projects included in the CIP must still be properly authorized according to the
City’s Purchasing Policy.
The CIP will include equipment and projects from any City fund.
DEBT MANAGEMENT POLICIES
Policy Limits. The City will use debt only for capital improvement or projects that have a life of more than 4 years.
The City will avoid using debt for cash flow borrowing, operations, or repairs.
When possible, the City will not use debt to finance equipment purchases when it is possible to purchase the equip-
ment on a pay-as-you-go basis with equipment replacement program or capital improvement plan reserves.
The City shall use G.O. tax increment bonds only when the development merits special consideration.
The City’s capital improvement plan shall contain debt assumptions which match this policy and requires a commitment
to long-range financial planning which looks at multiple years of capital and debt needs.
Legal Limits. Minnesota Statues, Section 475 prescribes the statutory debt limit that outstanding principal of debt
cannot exceed 2% of taxable market value. This limitation applies only to debt that is wholly tax-supported. The type of
debt included is either general obligation debt of any size bond issue (G.O.) or lease revenue bond issues that were
over $1,000,000 at the time of issuance. However, there are also several other types of debt that do not count against
the limit. G.O. tax increment, G.O. special assessment, G.O. utility revenue, G.O. recreational facility revenue, and
HRA-issued debt are considered to have a separate revenue source other than just taxes and are excluded from the
legal debt limit calculation. Local ordinances do not limit the City’s ability to issue debt.
Issuance Practices. The City uses the competitive sale method for its general obligation bond sales unless factors
such as structure, size or market conditions compel the use of a negotiated sale.
The City may use an outside bond attorney, an independent financial advisor, and/or other service providers to assist
with the structuring and sale of the bonds.
Debt Structuring. The City’s collective debt shall amortize at least 50% of its principal within 10 years. In all cases,
the maturity shall be shorter than the life of the related assets.
Conduit Debt. The City may participate in conduit debt financings. Development proposals are reviewed to deter-
mine if they meet program objectives and whether the proposals are financially feasible.
180 CITY OF EDINA, MINNESOTA
Variable Rate Debt. The City may use variable rate debt to provide debt structuring flexibility and potential interest
savings to the total debt portfolio. Variable rate debt should not constitute more than 20% of the City’s total debt obli-
gations.
Refunding. Current refunding bonds may be utilized when present value savings of 3% of refunded principal is
achieved or in concert with other bond issues to save costs of issuance.
Advance refunding bonds may be utilized when present value savings of 4% of refunded principal is achieved.
Adopted by City Council February 20, 2007
Revisions: March 20, 2007
December 15, 2009
December 20, 2011
FINANCIAL MANAGEMENT POLICIES